Chapter 10

Dialectic Method

Calls for managers to foster a structured debate of opposing viewpoints prior to making a decision

Functional Conflict

Commonly referred to in management circles as constructive or cooperative conflict and is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take

Programmed conflict

Conflict that raises different opinions regardless of the personal feelings of the managers

Flextime

Flexible scheduling, either when work is expected to be completed or during which particular hours of the day

Negotiation

Give and take decision-making process involving two or more parties with different preferences

Dominating Style

Have a high concern for self and low concern for others

Integrating Style

Interested parties confront the issues and cooperatively identify the problem, generate and weigh alternatives and select a solution

Personality Conflict

Interpersonal opposition based on personal dislike or disagreement

Devil's Advocacy

Involves assigning someone the role of critic

Compromising Style

Is a give and take approach with a moderate concern for both self and others

Alternative Dispute Resolution

It uses faster, more user friendly methods of dispute resolution, instead of traditional, adversarial approaches

Conflict Processes

Members interactions aimed at working through task and interpersonal disagreements

Dysfunctional conflict

Threatens an organizations interests

Conflict

Occurs when one party perceives that its interest are being opposed or negatively affected by another party

Work-family conflict

Occurs when the demands or pressures from work and family domains are mutually incompatible

Avoiding Style

Passive withdrawal from the problem and active suppression of the issue are common

Psychological Safety Climate

Refers to a shared belief held by team members that the team is a safe place for interpersonal risk taking and captures a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up

Climate

Represents employees shared perceptions of policies, practices and procedures

Conflict States

Shared perceptions among members of the team about the intensity of disagreement over either tasks

Flexspace

Such as telecommuting, is when policies enable employees to do their work from different locations besides the office

Contact Hypothesis

Suggests that the more members of different groups interact, the less intergroup conflict they will experience

Obliging Style

Tend to show low concern for yourself and a great concern for others

Zone of possible agreement

The range of possibilities you are willing to accept

Distributive negotiation

Usually involves a single issue- "a fixed pie" - in which one person gains at the expense of another

Integrative Negotiation

Where an agreement can be found that is better for both parties than what they would have reach through distributive negotiation

Incivility

Any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision and bullying

Added-value negotiation

During AVN, the negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship