Chapter 11

3. Describe and explain six structural sources of conflict in organizations.

1) Imcompatible goals have one party's goals that perceived to interfere with other's goals. 2) Differentiation have different values and explain merger conflict. 3) Interdependence have conflict that increases with parties that are most likely to interfere with each other. Scarce resources motivate competition for the resource. Ambiguous rules create uncertainty, threaten goals, and encourage political behavior. Communication problems rely on stereotypes and arrogant language escalates conflict.

2. Distinguish constructive from relationship conflict

Constructive conflict have parties that focus on the issue and respect people with other points of view, while relationship conflict mainly focus on personal characteristics (not issues) as the source of conflict.

describe three strategies to minimize relationship conflict during constructive conflict.

Emotional Intelligence: Employees with higher emotional intelligence are better able to regulate their emotions during debate, which reduces the risk of escalating perceptions of interpersonal hostility. -Cohesive Team: The longer people work together, get to know each other, and develop mutual trust, the more latitude they give to each other to show emotions without being personally offended. - Supportive Team norms: When team norms encourage openness, for instance, team members learn to appreciate honest dialogue without personally reacting to any emotional display during the disagreements.

positive and negative consequences of Conflict in the workplace.

Positive outcomes: Increase team cohesion (conflict with other teams), potentially generates more creative ideas, and fuller debates of decision choices. Negative outcomes: Wastes time and resources, more job turnover and stress, and weaken team cohesion (when conflict is within team).

Conflict

The process in which one party perceives that its interest are being negatively affected by another party.