Exam 4

Four Behaviors that constitute creative performance

(1) Accurate problem formulation/definition (2) Preparation/ information gathering to build a base of tacit and explicit knowledge from creativity will flow (3) Idea generation by making new mental connections regarding the creative task or problem at hand (4) Idea evaluation/validation: to select the most creative and promising idea from multiple options

Common Causes of Conflict

- Personality differences - Irritating workplace behaviors - Unmet needs - Perceived inequities of resources and policies - Unclear roles - Competing responsibilities - Change - Poor management - Poor communication - Difference in work methods

Avoidance of conflict

- can occur for myriad of reasons - good and bad - fear of rejection, harm, damage to or loss of relationships, desires to avoid saying the wrong thing won't make situation go away, may escalate it

Factors to Consider When Choosing a Negotiation Approach

-Know who you are -Manage outcome expectations -Consider the other person's outcome -Adhere to standard of justice -Remember your reputation

Rational decision making

-explains how managers should make decisions -assumes managers will make logical decisions that will be optimum in furthering the organization's best interests -also called the classical model

Importance of Work-Life Balance To Reduce Conflict

-life balance begins at home -employer's family-supportive philosophy is more important than specific programs -balance requires flexibility -importance of work-life family balance varies across generations

Four stages in rational decision making

1. Identify the problem or opportunity 2. Generate alternative solutions 3. Evaluate alternatives and select a solution 4. Implement and evaluate the solution chosen

Five common conflict handling styles

1. Integrating (Problem Solving) 2. Obliging (Smoothing) 3. Dominating 4. Avoiding 5. Compromising

Two ways or systems of thinking

1. Rely on intuition, involves mental short cuts · Can be quick, requires little cognitive effort · Can also be thought of as nonrational decision making 2. Utilize analytical and conscious thought · Slow, logical, and requires cognitive effort · Can also be thought of as rational decision-making

Symptoms of groupthink

1. Sense of invulnerability 2. Rationalization 3. Illusion of unanimity and peer pressure 4. "The wisdom of crowds" 5. Self-censorship 6. Mind guards

Negotiation

A form of communication between opposing sides in a conflict in which offers and counteroffers are made and a solution occurs only when both parties agree

Conciliation

A neutral third party informally acts as a communication conduit between disputing parties

Groupthink

A situation in which group members seek unanimous agreement despite their individual doubts

Janice would like to make a good impression when she goes on an interview next week. Janice should do all of the following EXCEPT: A. Make sure to wear flashy jewelry so she is noticed B. Be aware of nonverbal cues C. Be in a good mood D. Present information about job performance in a favorable light E. Come across as nice and polite

A. Make sure to wear flashy jewelry so she is notices

Mike is involved in a group at work responsible for getting the company parking lot repaired and expanded. What level of political action is Mike likely a part of? A. coalition level B. safety committee level C. network level D. individual level E. long-term level

A. coalition level

Carol is the manager of the marketing department for Bells Corporation. She observed an employee group engaging in stereotyping other groups as being all alike. What is likely happening with this group? A) There are personality conflicts. B) The group has become too cohesive. C) The group succumbed to the contact hypothesis. D) The group views outsiders as friends. E) Group members do not view the group as a safe place to express opinions.

B) The group has become too cohesive

When making a decision, bounded rationality often prevails, involving all of the following EXCEPT: A. satisficing B. the rational model C. intuition D. time constraints E. financial constraints

B. the rational model

Aeronautics Limited Corporation (ALC) is concerned about groupthink occurring within their design team. ALC should do which of the following in an effort to prevent groupthink?

Bring in outside experts to speak to the team

All pf the following are drivers of creative performance EXCEPT A. meaningful work B. motivation C. being good at brainstorming D. positive relationship with supervisor E. person factors

C. Being good at brainstorming

Century Y Corporation invested $1 million to fix a computer system despite severe technical problems and complaints about the system not being "user-friendly". The decision maker was likely influenced by which judgmental bias? A. Framing bias B. Hindsight bias C. Escalation of commitment bias D. Representativeness bias E. Anchoring bias

C. Escalation of commitment bias

Pablo, the COO at Happy Travel Agency, read some posts of Facebook concerning employees who are bullied at the agency. Pablo would like to correct the situation. He should do all of the following EXCEPT: A. consider what it is like to be bullied B. develop a workplace bullying policy C. send an e-mail to all employees that names the employee being bullied and demands that it stops D. communicate the social media policy to all employees E. provide training to employees in conflict resolutions

C. send an e-mail to all employees that names the employee being bullies and demand that is stop

Decision Support System (DSS)

Computer-based interactive systems that help decision makers use data and models to solve unstructured problems

Scottie Pet Food Company appointed an employee who is widely respected and trusted by his coworkers to hear grievances and arrange a solution. What is this form of ADR called? A. Arbitration B. Peer review C. Facilitation D. Ombudsman E. Conciliation

D. Ombudsman

Rachel believes using soft influence tactics are more effective than using hard tactics. Which of the following tactics is Rachel most likely to use? A) Basing requests on her authority or rights B) Getting others to support her efforts to persuade someone C) Using intimidation and threats D) Building enthusiasm by appealing to her employees' emotions E) Making explicit promises

D. building enthusiasm by appealing to her employees' emotions

Maria made a decision by considering available evidence as well as using her intuition. Maria is somewhat of an autocratic manager and took a long time to make the decision due to uncertain situations. Maria's use of evidence and style are most likely: A. informing the decision and conceptual B. supporting the decision and directive C. making the decision and behavioral D. informing the decision and analytical E. informing the decision and conceptual

D. informing the decision and analytical

Best Anti-Bullying Strategies

Develop a workplace bullying policy. Encourage open and respectful communication. Develop clear procedures. Identify and model appropriate behaviors. System for reporting bullying. Identify and resolve conflicts quickly and fairly—avoid escalation. Determine the situations, policies, and behaviors likely to cause or allow bullying to occur. Provide training to employees regarding how to manage conflict. Clear consequences for engaging in bullying. Monitor and review employee relationships with particular attention to fairness.

Gina promised her employees that if they reached the goal of fewer than five customer complaints during December she would give them each a $500 gift card. What type of power is Gina using and what is her likely result? A. Using coercive, result is commitment B. Using positive legitimate, result is compliance C. Using expert, result is resistance D. Using referent, result is commitment E. Using reward, result is compliance

E. Using reward, result is compliance

Delphi Technique

Group process that anonymously generates ideas or judgments from physically dispersed experts

Conventional forms of conflict

Personality Conflict, Intergroup conflict

Ethics in Negotiations

Questionable ethics in negotiations •Lies. •Puffery. •Deception. •Weakening the opponent. •Strengthening own position. •Nondisclosure. •Information exploitation. •Maximization. -Person factors and situation factors

Integrative Negotiation

a host of interests are considered, resulting in an agreement that is satisfactory for both parties "Win-win" -interest-based negotiation, more collaborative, problem-solving approach

Alternative Dispute Resolution (ADR)

a means for solving disputes using an independent third party and avoids the costs and problems associated with litigation or unilateral decision making

peer review

a panel of trustworthy coworkers hears both sides of a dispute in an informal and confidential meeting and may make binding decisions depending on the company

Psychologically Safe Climate

a shared belief among team members that it is safe to engage in risky behaviors, such as questioning current practices without retribution or negative consequences

Facilitation

a third party informally urges disputing parties to deal directly with each other in a positive and constructive manner

Arbitration

a third-party neutral makes final and binding decisions based on legal merits

Mediation

a trained, third-party neutral actively guides the disputing parties in exploring innovating solutions to the conflict to help the disputants to reach a mutually acceptable decision

Incivility

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

Devil's advocacy

assigning someone the role of critic -alters the usual decision-making process by assigning an individual or group to criticize the proposal and having the critique presented to key decision makers

Satisficing

choosing a solution that meets some minimum qualifications, one that is "good enough" -resolves problems by producing solutions that are satisfactory, as apposed to optimal

functional conflict

commonly referred to as constructive or cooperative conflict; is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give-and-take. open-mindedness, increased understanding and strengthened relationships, and innovation

ways to handle intergroup conflict

conflict hypothesis, conflict reduction, and creating a psychologically safe climate

Intergroup Conflict

conflict that occurs between groups, teams, departments is a common threat to individual and organizational effectiveness Conflict states, conflict processes

Programmed Conflict

conflict that raises different opinions regardless of the personal feelings of the managers -gets contributors to either defend or criticize ideas based on relevant facts rather than personal preference or political interference -two programmed conflict techniques: devil's advocacy and dialectic method

Bullying

different from other forms of incivility or mistreatment; -effects even those who are NOT bullied -group-level implications -most often evident to others

Climate

employees' shared perceptions of policies, practices, and procedures

Nonrational decision making

explain how managers make decisions; they assume that decision making is nearly always uncertain and risky, making it difficult for managers to make optimal decisions

Forms of ADR

facilitation, conciliation, peer review, ombudsman, mediation, arbitration

Flextime

flexible scheduling, either when work is expected to be completed or during which particular hours of the day -the value of any type of flexible work arrangement can be undermined if the employee's immediate supervisor isn't supportive

Dialectic Method

fostering a structured debate of opposing viewpoints prior to making a decision -alters usual decision-making process by generating a counterproposal based on different assumptions and having the advocates of each position present and debate the merits of their proposals before key decision makers -Drawbacks: winning the debate may overshadow the issue at hand, and this method requires more skill training than does devil's advocacy

Creative performance behaviors

four key behaviors that drive the production of creative outcomes

Compromising

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

Dominating

high concern for self and low concern for others, often characterized by "I win, you lose" tactics.

Integrating (problem-solving)

interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution

Personality Conflicts

interpersonal opposition based on personal dislike or disagreement relational or interpersonal personality conflicts that are ignored/avoided often escalate

Conflict

occurs when a perceived gap exists between what is desired and what is experienced

Avoiding

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

Obliging (smoothing)

people show low concern for themselves and a great concern for others

Decision making constraints

personal characteristics, internal and external resources that reduce rational decision making , personality, limited capacity of human mind

Conflict States

shared perceptions among team members about the target (task or relationship) and intensity of the conflict

Ombudsman

someone who works for the organization and is widely respected and trusted by their coworkers, hears grievances on a confidential basis and attempts to arrange a solution

Contact Hypothesis

suggests that the more members of different groups interact, the less intergroup conflict they will experience -top priority of managers with intergroup conflict is to identify and root out specific negative linkages between or among groups

Warning signs of conflict escalation

tactics change, number of issues grow, issues move from specific to general, number of parties grow, goals change

Creative outcome effectivness

the joint novelty and usefulness (quality) of a product or service as judged by others

Conflict Processes

the means by which team members work through task and relationship disagreements -how teams manage differences

bounded rationality

the notion that decision makers are bounded or restricted by a variety of constraints when making decisions

Work-Life Conflict

the perception that expectations and demands between work and nonwork roles are mutually incompatible -2 distinct forms: Work interference with family; family interference with work

Decision Making

the process of making a choice or finding a solution that lead to a desired state of affairs

Creativity

the process of producing new and useful ideas concerning products, services, processes, and procedures

Dysfunctional conflict

threatens or diminishes an organization's interests

Emotions in Negotiation

use emotions to your advantage -identify your ideal emotions: match your emotions to your objectives -manage your emotions: take steps to promote positive emotions -know your hot buttons -keep your balance: know when to break or redirect -identify your take-away emotions: set a goal for emotions

Brainstorming

used to help groups generate multiple ideas and alternatives for solving problems

Distributive Negotiation

usually involves a single issue - a "fixed pie" - in which one person gains at the expense of another -position-based, "win-lose" approach most common

escalation of conflict

when conflict escalates, the exchanges intensify, and conflicting parties commonly turn to destructive and negative attacks involved parties tend to make extreme points and become inflexible

Flexspace

when policies enable employees to do their work from different locations besides the office

Conflict Resolution

work to eliminate specific negative interactions -conduct team building to reduce intragroup conflict, and prepare for cross-functional teamwork -encourage and facilitate friendships via social events -foster happy attitudes

Foster a psychologically safe climate by

•Assuring leaders are inclusive and accessible. •Hiring and developing employees who are comfortable expressing their own ideas and are receptive to those expressed by others. •Celebrating and reinforcing the value of differences between group members and their ideas.