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WO & SP DT II > WOP Lecture 9: Conflict and negotiation > Flashcards

WOP Lecture 9: Conflict and negotiation Flashcards

1
Q

conflict =

A

the process in which one party feels like their goals/interests are opposed or negatively affected by another party

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2
Q

belangrijke dingen van conflict

A
  • het is dus een process
  • based on perception!
  • opposition of goals or interest
  • only one party has to feel like it for it to be a conflict
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3
Q

negative outcomes of conflict

A
  • Lower performance
  • Higher stress, dissatisfaction, turnover
  • Less information sharing and coordination
  • More organizational politics
  • Wasted resources
  • Weaker team cohesion (when conflict within team)
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4
Q

but sometimes positive outcomes of conflict

A
  • Better decision-making
  • More conscious deliberation
  • Exchange and integration different assumptions/perspectives
  • Creative thinking
  • More responsive to changing environment
  • Stronger team cohesion (with external challenges)
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5
Q

task conflict

A

gaat over kwaliteit van ideas/arguments/povs
still show respect
avoid criticism of competence or power

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6
Q

relationship conflict

A

gaat over opponents qualities (experience, IQ or credibility)
argument winnen via undermining their credibility
relies on status
assertive behaviour
dysfunctional consequences

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7
Q

which dysfunctional consequences does relationship conflict trigger

A

triggers defense mechanisms
reduces trust: emphasizes differences in status or competence
reduces motivation to communicate
increases reliance on stereotypes
can escalate quickly

(denk aan valeria en marielle groenelaan!!)

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8
Q

what is a problem of task conflict

A

task conflict quickly transforms into relationship conflict, especially when intense. hard to separate the two. you want to defend yourself when your ideas are targeted/critisized

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9
Q

constructive conflict

A

= task conflict

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10
Q

conflict outcomes van de 2 conflicten

A

relationship conflict: straight line down, dus hoe hoger de intensiteit hoe slechter de outcomes

task conflict: halve boog, hoe hoger de intensiteit hoe beter de uitkomsten, tot midden is het optimaal en daarna geen verschil meer

dus bij task conflict is een hogere intensiteit -> betere uitkomsten!!!

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11
Q

wat is dus een soort van de goal

A

minimize relationship conflict, encourage task conflict

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12
Q

welke 3 factoren helpen mee met anti relationship conflict en wel task conflict

A
  1. emotional intelligence: better at regulating your own emotions and reframing others (minder hostile)
  2. team development: better mutual understanding, high cohesion = motivation to minimize relationship conflict
  3. psychological safety team norms: safe to disagree, norms encourage respect, interest and open-mindedness
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13
Q

the conflict process globaal

A

conflict sources -> conflict perceptions and emotions -> manifestation of conflict -> consequences

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14
Q

conflict sources

A
  • incompatible goals
  • differentiation
  • interdependence
  • ambiguous rules
  • insufficient resources
  • communication
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15
Q

differentiation =

A

different values, beliefs, experiences (gaat echt om individual characteristics, ook bijv. generational differences)

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16
Q

interdependence en conflict

A

interdependence is echt nodig voor conflict. risk of conflict increases with the level of interdependence (meer contact = meer risk of conflict)

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17
Q

manifest conflict

A
  • conflict handling style
  • decisions
  • overt behaviour
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18
Q

positive consequences of conflict

A

+ better decisions
+ responsive firm
+ higher team cohesion

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19
Q

negative consequences of conflict

A
  • worse performance
  • stress
  • turnover
  • less coordination
  • more politics
  • less cohesion
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20
Q

incompatible goals

A

one party’s goals seem to interfere with another party’s goals

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21
Q

ambiguous rules lead to…

A

uncertainty, politics

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22
Q

communication problems

A

Poorly stated messages escalate conflict
Conflict causes emotive messages
Less communication amplifies conflict

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23
Q

conflict handling styles depend on

A
  1. Assertiveness: Motivation to realize own goals/interests
  2. Cooperation: Motivation to realize other’s goals/interests
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24
Q

conflict handling styles depend on

A
  1. Assertiveness: Motivation to realize own goals/interests
  2. Cooperation: Motivation to realize other’s goals/interests
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25
Q

interpersonal conflict handling styles model

A

based on assertiveness and cooporativeness

van linksboven naar rechtsonder

forcing
avoiding
compromising
problem solving
yielding

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26
Q

forcing =

A

Attempt to reach a solution that is good for own party only: win-lose orientation

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27
Q

underlying thought of forcing

A

what is good for one party, cannot be good for the other party as well

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28
Q

when is forcing the best

A
  • Quick resolution required
  • Your position has stronger logical or moral foundation
  • Other party would take advantage of cooperation
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29
Q

problems of forcing

A

relationship conflict, damaged long-term relations

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30
Q

avoiding =

A

Pretend there is no conflict; ignore, avoid, postpone it

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31
Q

avoiding is best when

A
  • Conflict is emotionally-charged (relationship conflict)
  • Parties want to maintain harmony
  • Cost of resolution outweighs its benefits
32
Q

problems of avoiding

A

remains unresolved, uncertainty and frustration

33
Q

yielding

A

Attempt to quickly reach a solution and satisfy the other party. Making unilateral concessions

34
Q

yielding is best when

A
  • Issue is less important to you than other party
  • Value/logic of your position is imperfect
  • Parties want to maintain harmony
  • Other party has much more power
35
Q

yielding problem

A

raises expectations of the other person

36
Q

compromising =

A

Attempt to reach an agreement that is acceptable to all parties
All parties make small concessions
Little focus on underlying interests and needs

37
Q

compromising is best when

A
  • Single issue conflict with opposing interests
  • Parties lack time or trust for problem solving
  • Parties want to maintain harmony
  • Parties have equal power
38
Q

compromising problem

A

Sub-optimal solution where mutual gains are possible

39
Q

problem solving =

A

Attempt to reach an agreement that is positive for all parties: win-win orientation

Reaching a win-win agreement: Creative solutions

Addressing underlying problems and needs by exchanging information

40
Q

when is compromising the best

A
  • Interests are not perfectly opposing
  • Parties have trust/openness
  • Issues are complex
  • both parties have power
    *keep harmony
  • not enough time
41
Q

compromising problems

A
  • can take a long time
  • information can give someone more power
  • suboptimal solution
  • does not focus on underlying problems
42
Q

sinaasappel problem solving

A

een krijgt juice, ander schil voor taart

43
Q

conflict management: 6 ways targeting conflict sources

A
  1. emphasize superordinate goals
  2. reduce differentiation
  3. improve communication
  4. reduce interdependence
  5. increase resources
  6. clarify rules
44
Q

emphasize superordinate goals

A

Focus on common rather than subgroup goals
Reduces goal incompatibility and may reduce differentiation

45
Q

reduce differentiation

A

Create common experiences and mutual understanding
Methods: meaningful interaction, rotating staff through departments/regions, build a strong culture

46
Q

improve communication

A

Exchange information about own and other’s background and viewpoints
Warning: Need to first reduce differentiation

47
Q

reduce interdependence

A

Create buffers, split shared resources
Use integrators for between-team communication
Combine jobs into one (job enrichment)

48
Q

increase resources

A

Weigh costs versus conflict

49
Q

clarify rules

A

Establish rules
Clarify roles, responsibilities, schedules, etc

50
Q

2 types of control during third party intervention

A

Process control: Extent to which third party can make decisions about the process of the
negotiation

Decision control: Extent to which third party can make content decisions with regard to the conflict

51
Q

high process control

A

mediator (lage decision control)
inquisition (hoge decision control)

52
Q

high decision control

A

arbitration

53
Q

mediator

A

high process control
low decision control

54
Q

inquisition

A

high process control
high decision control

55
Q

arbitration

A

high decision control
low process control

56
Q

inquisition

A

hoog op alles: dus meestal niet zo chill, geen goede evaluation.
often used by managers but with negative results and failure to adress underlying issues or reach a mutually satisfying agreement

57
Q

arbitration

A
  • Third party gives opinion and binding agreement
  • Valued higher than inquisition
  • Enhances feeling of procedural justice
  • No feeling of ownership and influence by the parties
58
Q

mediation

A
  • Parties can make their own decision
  • Valued highest, most successful (70%)
59
Q

when is mediation not the best strategy

A

Little time
Complex problem

60
Q

when is mediation not the best strategy

A

Little time
Complex problem

61
Q

negotiation =

A

Try to resolve divergent goals by redefining terms of interdependence.

Discussing with someone about reaching an agreement where there is a degree of
incompatibility, but also an incentive to collaborate

(bv salary negotiations)

62
Q

bargaining zone model globaal

A

initial - target - resistance

ZOPA = zone of potential agreement

63
Q

2 negotiation approaches

A
  • Distributive approach (Claiming value)
    Win–lose orientation
    Most common when the parties have only one item to resolve
  • Integrative (mutual gains) approach (Creating value)
    Win–win orientation
    Better with multiple issues of different value to each party
64
Q

negotiation =

A

Try to resolve divergent goals by redefining terms of interdependence.

Discussing with someone about reaching an agreement where there is a degree of
incompatibility, but also an incentive to collaborate

(bv salary negotiation)

65
Q

how to prepare for a negotiation

A

know your goals, BATNA and power

66
Q

goal setting for negotiation

A
  • decide on opening offer beforehand
  • decide on resistance point beforehand
  • think about what the other party will want
  • first offer = anchor, will predict outcome
67
Q

BATNA =

A

Best Alternative To a Negotiated Agreement

68
Q

batna uitleg

A

Represents the estimated cost to you of walking away
(What is the alternative if you don’t reach an agreement)
Having more than one BATNA to a negotiation increases
your power

= de voordeligste alternatieve manier van handelen die een partij kan nemen als de onderhandelingen mislukken en er geen overeenstemming kan worden bereikt.

69
Q

negotiation power

A

Higher with favorable sources and contingencies of power
Sources and contingencies of power also improve BATNA

70
Q

Sharing information is essential for successful negotiations
what is the objective?

A

Objective: discover other party’s needs behind stated offers

71
Q

Information gathering strategies:

A

Listen closely to the other party
Ask questions
Pay attention to nonverbal communication
Summarize other party’s statements
Communicate your inner thoughts/reactions to other’s proposals

72
Q

consession vertaling

A

toegeving

73
Q

what do concessions do

A

Concessions communicate priorities and willingness and motivation to reach an agreement

74
Q

succesful negotiators…

A

Make fewer, smaller, and clearly-labeled concessions
State that the other party should reciprocate
Use multi-issue offers (not one issue at a time)

75
Q

what happens when you manage time

A
  • high time pressure = more concessions
  • use exploding offers (= met deadline)
  • high time investment = more concessions, more persistance
76
Q

build the relationship

A

Discover common backgrounds and interests
Manage first impressions
Signal trustworthiness
Show awareness of shared negotiation norms and expectations
Use emotional intelligence

77
Q

negotiation setting 3 factors:

A

Location: easier to negotiate on your own turf
Physical setting: seating arrangements, spacing, formality
Audience: negotiators are more competitive, make fewer concessions when audience
is watching

WO & SP DT II (16 decks)

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