T2. w. 8 Introduction to managing perceptions and conflict

Question 1

perception

Answer 1

a process by which individuals organise and interpret their sensory impressions in order to give meaning to their environment.

Question 2

Proprioception-

Answer 2

your ability to tell where your body parts are relative to other body parts
Balance, touch (pressure, warmth, cold, pain, itchiness)

Question 3

You can sense things without

Answer 3

perceiving them

Question 4

Perception also involves

Answer 4

searching for, obtaining info and the cognitive processes required for processing info

Question 5

Prosopagnosia (or face blindness):

Answer 5

can see faces but unable to perceive or recognise them and compensate by recognising people by other means (clothes/hairstyle)

Question 6

process of perception: Bottom up processing

Answer 6

• how we process the raw data or inputs received by our sensory organs
• the need for attentional selectivity - can’t attend to all sensory info at any given time, so we filter out less relevant info

Question 7

process of perception: Top down processing:

Answer 7

• how we cognitively process sensory information and construct meaning to make sense of the world
• the need to make sense of our enviro and our search for meaning
End result is filtered.
All have different senses but dif. Cultural backgrounds which lead to having different perceptions.
Our perception of reality shapes and directs our behaviour. We behave and respond to the world as we perceive it rather than reality itself.

Question 8

Attribution theory

Answer 8

tries to explain how our judgement of people differs depending on the meaning we attribute to their behaviour

Question 9

what does attribution theory suggest?

Answer 9

We attribute behaviours that we observe as caused by either
something internal (personal) 
something external (situational) - outside events

Question 10

what determines type of attribution we make?

Answer 10

Three main factors:

1. Distinctiveness – whether an individual displays different behaviours in different situations(or the uniqueness of the act)
2. Consensus – whether everyone who faces a similar situation responds in the same way
3. Consistency – whether the person responds in the same way over time

Question 11

common cognitive-perceptual biases

Answer 11

Fundamental attribution error
Self-serving bias –
Selective perception

Question 12

Fundamental attribution error

Answer 12

underestimating the influence of external factors and overestimate the influence of personal factors

Question 13

Self-serving bias –

Answer 13

overestimating our own (internal) influence on successes and the external influence on our failures

Question 14

Selective perception

Answer 14

selectively interpret what we see based on particular interests, background, experience, attitudes and framed preference

Question 15

whilst common cognitive-perceptual baises influence our perceptions & are helpful shortcuts

Answer 15

can be problematic when they lead us to have inaccurate perceptions/judgements about others (it’s a grounding factor in creation of conflict).

Question 16

conflict

Answer 16

occurs when there is a perceived difference between the interests of the parties concerned.
arises because of perceived differences, or in “circumstances where the interests of different parties are not aligned” (Martin & Fellenz, 2010)

Question 17

Interpersonal conflict –

Answer 17

between individuals at the person level

Question 18

Structural conflict

Answer 18

– between groups at the collective level

Question 19

nature of conflict

Answer 19

Functional outcomes – supports the goals of the individual or group and improves performance
Dysfunctional outcomes – negative affective outcomes or behaviours that hinder goals, behaviour, and performance

Question 20

types of conflict

Answer 20

task
process
relationship

Question 21

Task conflict –

Answer 21

differences in perceptions about WHAT work is done

can be dysfunctional or functional

Question 22

Process conflict

Answer 22

– differences in perceptions about HOW the work gets done

can be beneficial if it stimulates productive discussion/critical assessment of problem and better decision making

Question 23

Relationship or affective conflict

Answer 23

– conflict with other people and interpersonal incompatibility
Make sure conflict is about the task or process not the people themselves

Question 24

managing conflict

Answer 24

Managers spend 30% of their time dealing with team conflicts. For employees, 16% of their time is associated with conflicts with supervisors
Conflict processes are at least as important as the conflict states (the intensity of perceived incompatibility)
Collectivistic, open-minded, and collaborative interactions can enhance team functioning
Individualistic, avoiding and competing processes tend to impair team functioning

Question 25

Thomas and Kilman

Answer 25

5 types of conflict management styles

Question 26

5 types of conflict management styles (Thomas & Kilman)

Answer 26

1) avoiding (low concern for self & others)
2) accommodating (low concern for self, high concern for others)
3) compromising (med concern for self, med concern for others)
4) competing (high concern for self, low concern for others)
5) collaborating (high concern for self, high concern for others)

Question 27

practical strategies for managing conflict

Answer 27

Respect the legitimacy of others’ views - acknowledging other party sees things differently to you/have different values (won’t feel attacked)
Value differences and be aware of your own cognitive biases
Establish good communication norms (model respect and courtesy)
Use active listening (full attention and words used)
Be assertive in your communication
Use collaborative problem solving
Use a devil’s advocate

Question 28

Managing Yourself: A Second Chance to Make the Right Impression

Answer 28

(Halvorson, 2015)

Question 29

2 phases for evaluation of someone

Answer 29

1) initial assessment- uses heuristics, stereotypes, physical appearance etc as too much info to take in at once (selective perception)
- —–These judgements are made trying to answer Q’s about you:
a) Can you trust them?
b) power (is there a disparity)
c) ego (who’s higher up- seek this for comfort) lenses

2) Perceiver has to work a lot harder, making informed conclusions about you - much harder to do, must reconsider judgements in 1).

Question 30

In each phases of evaluating someone what happens without people realising?

Answer 30

they’re trying to answer Q’s about you which they do through a set of lenses

Question 31

Lenses of perception

Answer 31

1. trust lens (look at warmth & competence)
2. power lens (esp. if perceiver has more power than you, they look at you in terms of your use to them)
3. ego lens (self-esteem) (gives sense of who is on top, subconscious thing, ppl want to confirm they’re superior)

Question 32

how to come across the right way

Answer 32

1) physical signals
2) show instrumentality at each good opp (be needed)
3) modest & inclusive
4) active desire to be fair
5) seize the right moments

Question 33

(O’Neill & McLarnon, 2017)

Answer 33

Optimising team conflict dynamics for high performance teamwork

Question 34

what does the team conflict dynamics model do?

Answer 34

connect conflict profiles with key variables in the nomological net: psychological safety, conflict management, and team performance.

Question 35

possible solutions to team conflicts

Answer 35

• develop team charter, Engaging team members in project management and planning may be another useful exercise to discuss views of timelines, roles, and responsibilities, thereby addressing process conflicts.

Question 36

Process conflicts that are resolved

Answer 36

early in the team’s lifecycle can help team effectiveness in the long run

Question 37

types of conflict profiles

Answer 37

1) task-conflict dominant
2) relationship conflict/process conflict-minor
3) mid-range conflict
4) dysfunctional

Question 38

1) task-conflict dominant

Answer 38

relatively high task conflict and very low relationship and process conflict

Question 39

2) relationship conflict/process conflict-minor

Answer 39

relatively high task conflict and low relationship and process conflict

Question 40

3) mid-range conflict

Answer 40

relatively moderate task, relationship, and process conflict

Question 41

4) dysfunctional

Answer 41

relatively low task conflict and high relationship and process conflict

Question 42

team conflict profile meaning ( O’Neill and McLarnon (2017) on the topic of Managing Perceptions and Conflict)

Answer 42

Team conflict profiles examines different patterns of conflict across teams and these patterns affect how conflict affects team functioning