mgmt ch 10

intergroup conflict

conflict among work groups, teams, and departments, a common threat to individual and organizational effectiveness

programmed conflict

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

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 reached through distributive negotiation

integrating style

interested parties confront the issue 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

conflict processes

members' interactions aimed at working through talk and interpersonal disagreements

flextime

(also known as flexible scheduling) giving employees flexible work hours that allow people to come and go at different times, as long as they work the normal number of hours. either when work is expected to be completed (deadlines) or during which particular hours of the day (9-5 or anytime)

flexspace

(also known as telecommuting) when policies enable employees to do their work from different locations besides the office (ex. coffee shops, home, beach)

compromising

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

negotiation

a give-and-take decision making process involving 2 or more parties with different preferences

dialectic method

a method managers use to foster a structured debate of opposing viewpoints prior to making a decision

incivility

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

functional conflict

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

dominating style

exhibiting a high concern for self and low concern for others

conflict

occurs when one party perceives that its interests 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 compatible

avoiding style

passive withdrawal from the problem and active suppression of the issue

psychological safety climate

refers to a shared belief help 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

alternative dispute resolution (ADR)

resolution that uses faster, more user-friendly methods of dispute resolution, instead of traditional, adversarial approaches (ex. unilateral decision making or litigation)

conflict states

shared perceptions among members of the team about the intensity of disagreement over either tasks (goals, ideas) or relationships (personality clashes and interpersonal styles)

obliging style

showing low concern for yourself and a great concern for others

contact hypothesis

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

added value negotiation (AVN)

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

zone of possible agreement (ZOPA)

the range of possibilities you are willing to accept

dysfunctional conflict

threatens an organization's interests