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LAB MAN > PRE FI LEC 1: CONFLICT MANAGEMENT > Flashcards

PRE FI LEC 1: CONFLICT MANAGEMENT Flashcards

1
Q
  • Simultaneous arousal of two or more incompatible motives
  • Disagreement over goals or how to accomplish
    them
  • occur in every life domain and can range from simple disagreements to complex arguments with each person insisting on his or her version of what is right.
A

CONFLICT

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2
Q

Organizations that try to IGNORE OR COVER UP CONFLICTS will be rife with high rates of:
(7)
- Successful managers in the future will need to know how to RECOGNIZE, ADDRESS, RESOLVE, and even ENCOURAGE CONFLICT.

A
  1. TURNOVER
  2. UNHAPPY STAFF
  3. POOR COMMUNICATION
  4. LOST TIME SPENT RIPPING TO OR ABOUT COWORKERS
  5. RIGID ADHERENCE TO RULES
  6. LACK OF COOPERATION
  7. REDUCED ACTIVITY
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3
Q

________________ is the worst form of frustration over unresolved conflict.

A

WORKPLACE VIOLENCE

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4
Q

Conflict can lead to ________ if it is resolved.

A

GROWTH

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5
Q

The goal of conflict is _____ and ___________

A

GROWTH; POSITIVE CHANGE

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6
Q

The disagreement or different views that people bring to a given situation can be helpful and constructive if they LEAD TO OPEN DIALOGUE AND CREATIVE SOLUTIONS.

T OR F?

A

TRUE

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7
Q

TYPES OF CONFLICT
* BOTH parties recognize and acknowledge the disagreement and actively work to resolve it and actively work to resolve it
* COMPROMISE
* the best interests of the organization are served by addressing the conflict.

A

CONSTRUCTIVE CONFLICT

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8
Q

CONSTRUCTIVE CONFLICT
- REAL CONFLICT RESOLUTION takes time to work out a creative solution so that both parties are happy with the outcome.

T OR F?

A

TRUE

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9
Q

CONSTRUCTIVE CONFLICT
- Conflict has been resolved if both parties walk away SATISFIED and neither one harbors the desire to even the score later.

T OR F

A

T

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10
Q
  • IGNORING a situation
  • FORCEFUL resolution on another that results in a win-lose outcome
  • UNRESOLVED CONFLICT
  • People often try to ignore a brewing conflict. They may have learned to keep their MOUTHS SHUT and keep their heads down.
  • They may have seen a NEGATIVE OUTCOME for a coworker who tried to bring a conflict to the attention of a supervisor.
  • They may have tried to resolve an issue and FELT DISCOURAGED and GAVE UP.
  • MANAGERS NEED TO INTERVENE to resolve destructive conflict.
A

DESTRUCTIVE CONFLICT

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11
Q

COMMON CAUSES OF CONFLICT
- Conflict in the workplace differs from conflict in our private lives in one MAJOR WAY ____________

A

POWER

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12
Q

POWER is not generally evenly distributed at work. The work environment is almost always set up in a STRATIFIED HIERARCHY.
That ____________ may be established in FORMAL OR INFORMAL WAYS (organizational charts versus how things really get done), but power is not evenly distributed to all the staff.

A

PECKING ORDER

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13
Q

COMMON CAUSES OF CONFLICT

A
  1. INCOMPATIBLE GOALS
  2. POOR COMMUNICATION
  3. STYLE OF SUPERVISION
  4. DIFFERENT IDEAS ON TASK ACHIEVEMENT
  5. DIFFERENT PERCEPTIONS
  6. DIFFERENT VALUES AND PHILOSOPHIES
  7. PERSONALITY DIFFERENCES
  8. WORK ASSIGNMENTS
  9. APPROACHES TO CHANGE
  10. COMPETITION
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14
Q

INTERNAL AND EXTERNAL ORIGINS OF CONFLICT
- Individuals have THE SAME TOLERANCES for managing life stresses.
T OR F?

A

FALSE, individuals have DIFFERENT TOLERANCES in managing stress.

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15
Q

INTERNAL AND EXTERNAL ORIGINS OF CONFLICT
- The ability to COMPART - MENTALIZE STRESS plays a major role in the ability to TOLERATE, ADDRESS, or APPROPRIATELY RESPOND to situations of conflict.

T OR F?

A

T

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16
Q

SOURCES OF CONFLICT
- WORK - RELATED, OR ____________ has its origins in the workplace. It can, however, be affected by nonwork (external) conflicts
- can develop OVER TIME
- may result from a lack of attention to employee morale, misunderstandings that are ignored, lack of emphasis on teamwork, lack of staff and management training, or poor management practices.

A

INTERNAL SOURCES OF CONFLICT (internal conflict)

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17
Q

EXAMPLE OF INTERNAL CONFLICT INCLUDE THE FOLLOWING:

A
  1. WORK THAT IS NOT CHALLENGING, THAT HAS BECOME ROUTINE, OR THAT IS BORING
  2. WORK THAT IS TOO CHALLENGING BECAUSE OF STAFF SHORTAGES, LACK OF TRAINING, OR TIME PRESSURE
  3. POOR RELATIONSHIP WITH COWORKERS
  4. POOR RELATIONSHIP WITH THE SUPERVISOR
  5. PAY THAT DOES NOT SEEM FAIR FOR THE WORK PERFORMED
  6. FEELING UNDERVALUED, DEVALUED, OR UNAPPRECIATED
  7. OFFICE POLITICS
  8. LACK OF RESOURCES TO SUCCESSFULLY COMPLETE THE JOB INCLUDING TIME, TECHNOLOGY, AND TOOLS.
  9. FAVORITISM
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18
Q

Conflict in the workplace can be managed with GOOD EMPLOYEE RELATIONS and SETTING PERFORMANCE OBJECTIVES that are UNIFORMLY APPLIED and MEASURED for all staff, as well as by providing training in teamwork and conflict management.

T OR F?

A

T

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19
Q

SOURCES OF CONFLICT
- Employees all have stressors in their PRIVATE LIVES that can negatively affect their performance at work. These ______ of stress can contribute at work.
- occur SIMULTANEOUSLY
- These issues weigh on the employee before he ever gets to the workplace.

A

EXTERNAL SOURCES OF CONFLICT (external sources/external conflict)

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20
Q

EXAMPLE OF EXTERNAL SOURCES OF CONFLICT INCLUDES:

A
  1. INTERPERSONAL STRESS AT HOME
  2. SCHEDULING CONFLICT BETWEEN WORK AND HOME DEMANDS
  3. TRAFFIC
  4. MEDICAL PROBLEMS
  5. ILLNESS OF FAMILY MEMBERS
  6. LIFE TRANSITION SUCH AS MARRIAGE, DIVORCE, BECOMING A PARENT, DEATH OF A FAMILY MEMBER, OR RETIREMENT OF A SPOUSE
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21
Q

Stress that continues to build is likely to erupt as workplace conflict.

T OR F?

A

TRUE

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22
Q

Resolving conflicts improves productivity at work and life satisfaction at home.

T OR F?

A

T

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23
Q

Employees who learn conflict resolution skills will experience the benefits in both domains of life.

T OR F?

A

T

24
Q

SOURCES OF CONFLICT (HEALTHY OR UNHEALTHY)
- focuses on the task
- legitimate differences of opinion about the task
- differences in values and perspectives
- different expectations about the impact of decisions

A

HEALTHY CONFLICT

25
Q

SOURCES OF CONFLICT (HEALTHY OR UNHEALTHY)
- COMPETITION OVER POWER, REWARDS AND RESOURCES
- CONFLICT BETWEEN INDIVIDUAL AND GROUP GOALS
- POORLY RUN TEAM MEETINGS
- PERSONAL GRUDGES IN THE PAST
- FAULTY COMMUNICATION

A

UNHEALTHY CONFLICT

26
Q

UNHEALTHY RESPONSE TO CONFLICT IS CHARACTERIZED BY:

A
  1. AN INABILITY TO RECOGNIZE AND RESPOND TO MATTERS OF GREAT IMPORTANCE TO OTHER PERSON
  2. EXPLOSIVE, ANGRY, HURTFUL, AND RESENTFUL REACTIONS
  3. THE WITHDRAWAL OF LOVE, RESULTING IN REJECTION, ISOLATION, SHAMING AND FEAR OF ABANDONMENT
  4. THE EXPECTATION OF BAD OUTCOMES
  5. THE FEAR AND AVOIDANCE OF CONFLICT
27
Q

HEALTHY RESPONSE TO CONFLICT IS CHARACTERIZED BY:

A
  1. THE CAPACITY TO RECOGNIZE AND RESPOND TO IMPORTANT MATTERS
  2. A READINESS TO FORGIVE AND FORGET
  3. THE ABILITY TO SEEK COMPROMISE AND AVOID PUNISHING
  4. THE BELIEF THAT RESOLUTION CAN SUPPORT THE INTERESTS AND NEEDS OF BOTH PARTIES
28
Q

______ imbalances at work are a MAJOR FACTOR in conflict and conflict management.
- may be related to their position in the organization, seniority, title, rank, education or training levels, credentials, political connections, reporting relationships, history, gender, race, or a host of other criteria

A

POWER

29
Q

When power is shared and distributed in ways that are perceived as fair, conflict is MAXIMIZED/.

T OR F?

A

FALSE, CONFLICT IS MINIMIZED

30
Q

Shrinking the gap between expectations and reality reduces conflict.

T OR F?

A

T

31
Q

If conflict is not resolved, it can erupt into workplace tension or hostility, and usually results in destructive interaction patterns.

T OR F?

A

T

32
Q

CONFLICT RESOLUTION STYLES
Five common approaches for conflict resolution are:

A

forcing, accommodation, collaboration, avoidance, and compromise.

33
Q

CONFLICT RESOLUTION STYLES
- LOW CONCERN FOR PEOPLE, LOW CONCERN FOR RESULTS
- results when a person determines that an issue is UNIMPORTANT or the person LACKS THE SKILLS or drive to ADDRESS THE ISSUES at hand.

A

AVOIDANCE

34
Q

CONFLICT RESOLUTION STYLES
- HIGH CONCERN FOR PEOPLE, LOW CONCERN FOR RESULTS
- STRONG DESIRE TO PLEASE THE PARTIES INVOLVED, even if task results are delayed or made subordinate.

A

ACCOMODATION

35
Q

CONFLICT RESOLUTION STYLES
- LOW CONCERN FOR PEOPLE, HIGH CONCERN FOR RESULTS
- or FORCING
- FOCUS ON RESULTS at the expense of relationship building.

A

AGGRESSION

36
Q

CONFLICT RESOLUTION STYLES
- MID CONCERN FOR PEOPLE, MID CONCERN FOR RESULTS
- MIDDLE GROUND with a BALANCE between task results and people
- STRONG DESIRE TO MOVE AHEAD
- often sacrifices detail for speed to obtain a “GOOD ENOUGH” outcome for all concerned.

A

COMPROMISE

37
Q

CONFLICT RESOLUTION STYLES
- HIGH CONCERN FOR PEOPLE, HIGH CONCERN FOR RESULTS
- is possible with a STRONG concern for people and results.

A

COLLABORATION

38
Q

A humorous method to understanding conflict resolution styles is to compare the five styles to animals.
- ACCOMMODATE your NEEDS than debate, speak up, or ruffle any feathers with their own views.
- “You win—I give in.”
A. TEDDY BEAR
B. TURTLE
C. OWL
D. FOX

A

TEDDY BEAR

39
Q

A humorous method to understanding conflict resolution styles is to compare the five styles to animals.
- avoid conflict altogether
- they pull into their shells, avoiding, ignoring, stonewalling, or otherwise escaping the entire issue of conflict.

A. TEDDY BEAR
B. TURTLE
C. OWL
D. FOX

A

TURTLE

40
Q

A humorous method to understanding conflict resolution styles is to compare the five styles to animals.
- COLLABORATE and work diligently to resolve a conflict no matter how long it takes.
- shares ideas and works to bring about a win-win outcome
- will not settle for anything less than total satisfaction for all sides in the conflict.

A. TEDDY BEAR
B. TURTLE
C. OWL
D. FOX

A

OWL

41
Q

A humorous method to understanding conflict resolution styles is to compare the five styles to animals.
- People who use this approach to conflict would rather COMPROMISE.
- likes to engage in meaningful discussion and move quickly to a resolution that both parties can live with.
- Each party gets some of what they need but also makes concessions by giving up something else.

A. TEDDY BEAR
B. TURTLE
C. OWL
D. FOX

A

FOX

42
Q

A humorous method to understanding conflict resolution styles is to compare the five styles to animals.
- People who use this approach to conflict FORCE OTHERS TO GIVE IN
- It is a classic “kill or be killed” approach, an “I win, you lose” outcome. - move quickly to vanquish anyone in their way to get what they want—a win at any cost.

A

SHARK

43
Q

CREATING AN ENVIRONMENT WHERE CONFLICT IS ADDRESSED AND RESOLVED
- involves planning, organizing, directing others, and controlling.

A

THE ROLE OF MANAGER

44
Q

CREATING AN ENVIRONMENT WHERE CONFLICT IS ADDRESSED AND RESOLVED
- need to be encouraged to take steps to identify, analyze, and solve problems at the lowest level possible.

A

THE ROLE OF THE STAFF

45
Q

suggests a model for interpersonal communication that works well when resolving conflicts.

A

GGMG Model Psychologist Robert Carkhuff

46
Q
  • allows all parties to speak, be heard, and negotiate a mutually agreeable resolution and to implement it.
A

give-get-merge-go (GGMG) model

47
Q

According to ______________, “The quality of our lives depends NOT on whether or not we have conflicts, but on how we RESPOND to them.

TRUE OR FALSE?

A

THOMAS CRUM; TRUE

48
Q

HOW TO HANDLE CONFLICT?

A
  1. IDENTIFY THE SOURCE OF CONFLICT
  2. IDENTIFY PLAYERS
  3. HAVE THEM STATE THEIR GOALS
  4. EXPLORE OPTIONS
  5. PICK A SOLUTION
  6. SUMMARIZE AND SEEK COMMITMENT
  7. BE OPEN TO THIRD PARTY ASSISTANCE
49
Q

POWER IMBALANCES make resolution challenging, but conflict can be resolved if all parties are willing, and skilled in conflict resolution techniques.

T OR F?

A

T

50
Q

TWO BASIC BELIEFS ABOUT HANDLING A CONFLICT
- Our history with conflict, whether it is resolved or not, and the outcome of a conflict both influence our willingness to engage in trying to address and resolve conflict.
- Our approach to conflict can take one of two polar positions.
- Paul and Paul characterize this polarity as ________________________________ in looking at a conflict.

A

TWO DICHOTOMOUS CHOICES

51
Q

TWO BASIC BELIEFS ABOUT HANDLING A CONFLICT
- Paul and Paul characterize this polarity as two dichotomous choices in looking at a conflict.
- They state that when faced with a conflict, we can choose to react either with the intent to _____ourselves or with the intent to ________

A

INTENT TO PROTECT AND INTENT TO LEARN

52
Q

TWO BASIC BELIEFS ABOUT HANDLING A CONFLICT
- leads individuals to DEFEND their position or behaviors and results in negativity and distance between the parties.

A. INTENT TO PROTECT THEMSELVES
B. INTENT TO LEARN

A

INTENT TO PROTECT THEMSELVES

53
Q

TWO BASIC BELIEFS ABOUT HANDLING A CONFLICT
- leads to a healthy outcome and collaboration between the parties.

A. INTENT TO PROTECT THEMSELVES
B. INTENT TO LEARN

A

INTENT TO LEARN

54
Q

Another similar but expansive view of conflict is offered by ___________. She states that in attempting to address conflicts, the parties can choose between STAKING and WINNING their “claim” or approaching conflict to create a workable outcome for everyone involved.
- _______ approach to conflict recognizes that people often negotiate at an UNEVEN TABLE

A

KRITEK

55
Q

KEY STEPS IN RESOLVING CONFLICT

A
  1. LISTEN ACTIVELY
  2. LEVEL WITH EACH OTHER ABOUT THE REAL ISSUE
  3. ADDRESS THE ISSUE DIRECTLY, DEAL WITH THE IDENTIFIED PROBLEM
  4. DO NOT ATTACK
  5. SPEAK FOR YOURSELF
  6. TAKE RESPONSIBILITY FOR YOUR ROLE IN THE PROBLEM
  7. FOCUS ON WAYS TO RESOLVE THE PROBLEM
  8. STICK TO THE ISSUE
  9. ASK FOR THE CHANGE THAT YOU WANT, BE WILLING TO COMPROMISE
  10. REMEMBER THAT IT IS NOT A ZERO - SUM GAME

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