MGT304 Chapter 10

89. Distributive bargaining is approached as a zero-sum game. a. True b. False

True

93. Compare and contrast task and relationship conflict.

Conflict may focus on task-related issues or around relationship issues. Disagreements about resource allocation, policies, or even interpretation of data are known as task conflict. Relationship conflict involves personality clashes or differences in values. A meta-analysis of the relationships of task and relationship conflict with team performance and satisfaction found strong negative associations between relationship conflict, team performance, and team member satisfaction.

81. Conflict in an organization is always bad. a. True b. False

False

83. Functional conflict hurts an organization's performance. a. True b. False

False

10. Rachel and Heidi are coworkers that consistently have arguments. They both become angry and/or disgusted when these arguments occur. Which of the following is the type of conflict for these two? a. Affective conflict b. Process conflict c. Substantive conflict d. Personality conflict

a. Affective conflict

70. Which of the following steps in the negotiation process is an exchange of personal greetings prior to the actual bargaining process? a. Building the relationship b. Preparation c. Bidding d. Gathering information

a. Building the relationship

60. Which of the following is defined as calling in a neutral third party to attempt to resolve the conflict? a. Conciliation b. Ombudsman c. Peer review d. Facilitation

a. Conciliation

23. What is another term for unproductive conflict? a. Dysfunctional conflict b. Functional conflict c. Productive conflict d. Task conflict

a. Dysfunctional conflict

5. Conflict is a(n) ___________. a. Behavior b. Perception c. Attitude d. Mood

b. Perception

8. Which of the following is described as conflict that engenders strong emotions such as anger or disgust? a. Supervisory conflict b. Process conflict c. Affective conflict d. Substantive conflict

c. Affective conflict

31. All of the following are examples of workplace violence given in the text except: a. Robberies and other crimes b. Actions by dissatisfied clients or customers c. Acts perpetrated by disgruntled coworkers or coworkers who have been fired d. Accidents and errors

d. Accidents and errors

91. Describe the causes of conflict in organizations.

Substantive conflict. This occurs because people have different opinions on important issues in the organization that affect them. Such conflict can result in better decisions because both sides have to defend their position. Affective conflict. This is conflict that engenders strong emotions such as anger or disgust. This may be due to personality differences or arguments. This form of conflict may be highly disruptive to both parties and may even create stress for other members of the work group. Process conflict. At times, people disagree on what course of action to pursue or the best way to operate, even after a decision has been made. Have a neutral third party or expert arbitrate the dispute.

82. Disagreement over facts need not last long, as they are verifiable. a. True b. False

True

86. All types of conflict (task, relationship, process) lead to lower team member satisfaction. a. True b. False

True

87. Task conflict and performance are more strongly positively related for Top Management Teams. a. True b. False

True

75. Which of the following is enlarging the pool of resources so that a negotiation can end in a win-win agreement where both feel that they got the best possible outcome? a. Expanding pie b. Fixed pie c. Distributive bargaining d. Zero-sum game

a. Expanding pie

73. Which of the following is described as only a limited amount of goods are divided and the goal is to get the largest slice? a. Fixed pie b. Expanding pie c. BATNA d. Integrative bargaining

a. Fixed pie

20. The majority of what looks like interpersonal conflict is actually a communication breakdown. This describes which type of conflict? a. Unfulfilled expectations b. Misunderstanding c. Competition for supremacy d. Personalities

b. Misunderstanding

52. All of the following are true regarding conflict in teams except: a. Conflict within teams produces stress and arguments that distract the team from working on the task b. Moderate levels of relationship conflict improve team performance c. All types of conflict (task, relationship, and process) are detrimental to member satisfaction d. Moderate levels of task conflict improve team performance

b. Moderate levels of relationship conflict improve team performance

47. Carol has a dominating conflict-handling style. All of the following are true of her style except: a. She is high with respect to her own concerns but low with respect to the concerns of others b. This style generally does not breed resentment among those affected by her decisions c. It may be appropriate for small decisions d. It may be appropriate when she knows the decision will be unpopular and discussion will not bring others on board

b. This style generally does not breed resentment among those affected by her decisions

84. It is easy to profile the type of employee who may commit workplace violence. a. True b. False

False

26. Joseph senses that there is some conflict in his production team. What is the first step Joseph should take to effectively manage the conflict? a. Provide coaching on how to manage the conflict b. Get rid of those who are responsible for the conflict c. Diagnose the type of conflict (task or relationship) d. Reorganize the team

c. Diagnose the type of conflict (task or relationship)

56. Which of the following is not one of the questions a leader should ask when attempting to resolve a conflict? a. Is the intervention necessary or appropriate? b. What type of intervention is most appropriate? c. How have we handled conflict in the past? d. Is the leader the appropriate person to intervene?

c. How have we handled conflict in the past?

80. All of the following are true of workplace incivility in the classroom except: a. Students' perception of incivility can relate to a professor's competence b. Students' perception of incivility can relate to interest as well as respect for the individualism of students c. Incivility in the classroom would not relate to workplace incivility as it is not a workplace d. Perspective taking would be beneficial for classroom incivility

c. Incivility in the classroom would not relate to workplace incivility as it is not a workplace

6. Which of the following is not listed in the text as one of the three general sources of organizational conflict? a. Substantive conflict b. Affective conflict c. Interpersonal conflict d. Process conflict

c. Interpersonal conflict

44. The strength of the dominating conflict-handling style is: a. It should provide a mutually benefits (win-win) solution and result in the conflict being resolved for the long term b. It might be the best approach if the person is not sure they are right about a preferred course of action or it is politically best because the matter is so important to the other party c. It is quick and relatively easy d. Everyone gets something in a compromise

c. It is quick and relatively easy

36. Benjamin is learning about how leaders should deal with conflict in the workplace. He should know that all of the following are true regarding leaders and conflict resolution except: a. Leaders need to take an active role in resolving workplace conflicts before they escalate b. Leaders should be able to adapt to situations and adjust their conflict resolution style as needed c. Leaders should generally let employees deal with their own conflict issues d. Leaders should know what their tendencies are toward avoiding conflict

c. Leaders should generally let employees deal with their own conflict issues

2. According to a recent poll of CEOs, what was mentioned as the number one skill that CEOs are getting coaching for? a. Persuasion skills b. Planning skills c. Leadership skills d. Conflict management skills

c. Leadership skills

51. All of the following are true regarding conflict in teams except: a. Stimulating information exchange among team members is a benefit of moderate levels of task conflict b. Differences of opinion may improve decision quality c. Moderate task conflict hinders creativity in a team d. Task conflict helps force members to see other viewpoints

c. Moderate task conflict hinders creativity in a team

17. Which of the following occurs when two sides may have similar goals but disagree on how to achieve them? a. Differences over goals and priorities b. Differences over methods c. Competition for supremacy d. Unfulfilled expectations

b. Differences over methods

41. Which of the following conflict-handling styles is when one person takes a win-lose approach to problem solving, and their focus is on winning their position at the expense of others? a. Obliging b. Dominating c. Compromising d. Integrating

b. Dominating

55. Dylan and Kelly are having intense relationship conflict. Their leader, Brandon, intervenes to resolve the conflict. Which of the following best describes Brandon's actions? a. Delegation b. Facilitation c. Mentoring d. Litigation

b. Facilitation

61. Which of the following is not a commonly used alternative dispute resolution approach as mentioned in the text? a. Peer review b. Ombudsman c. Counseling d. Conciliation

c. Counseling

57. Which of the following is defined as methods to resolve conflict that both parties agree to without involving litigation? a. Ombudsing b. Conciliation c. Peer review d. Alternative dispute resolution

d. Alternative dispute resolution

19. Which of the following occurs when one person seeks to outdo or outshine another person? a. Differences over facts b. Differences over goals and priorities c. Competition for scarce resources d. Competition for supremacy

d. Competition for supremacy

1. According to a recent poll of CEOs, what was mentioned as the number one skill that CEOs and their boards believed they needed development in? a. Persuasion skills b. Leadership skills c. Planning skills d. Conflict management skills

d. Conflict management skills

97. How does managing conflict differ across cultures?

Addressing conflict when working with a person from another culture requires knowledge of cultural differences. Research has shown that conflict resolution styles may differ by culture. The key takeaway from the research on cross-cultural conflict resolution is that the leader needs to consider the impact that national culture values may have on a person's perception of conflict and how to resolve it.

95. Describe how team conflict affects team performance.

Conflict within teams produces stress and arguments that distract the team from working on the task and thus harms performance. All types of conflict (task, relationship, and process) are detrimental to member satisfaction. However, moderate levels of task conflict actually improve team performance because this stimulates information exchange among team members. Task conflict and differences of opinion may improve decision quality by forcing members to see other viewpoints and think creatively. Effective teamwork results in higher performance when conflict exists.

96. Explain the types of third-party interventions for conflict.

Facilitation is when a leader intervenes to resolve a conflict. Alternative dispute resolution consists of methods to resolve conflict that both parties agree to without involving litigation. Ombudsperson is a person who hears grievances on an informal basis and attempts to resolve them. Peer review is a panel of a grievant's peers that hears the concern and attempts to resolve it. Conciliation is calling in a neutral third party to attempt to resolve the conflict.

85. The dominating conflict style is the best in all situations. a. True b. False

False

88. According to research on expatriates, the top quality for resolving cross-cultural conflict was being compassionate and understanding. a. True b. False

False

94. Compare and contrast the five conflict resolution styles.

Integrating. Both parties confront the issue directly and discuss alternative courses of action. The strength of this approach is that it should provide a mutually benefits (win-win) solution and results in the conflict being resolved for the long term. The major drawback to this approach is that it is time consuming. Obliging. In this approach, a person's concern for themselves is low, but their concern for others is high. It might be the best approach if the person is not sure they are right about a preferred course of action or it is politically best because the matter is so important to the other party. If used as a strategy, the person should consider requesting a reciprocated exchange in the future because they gave in the first time. It is not the best for complex problems and may result in a short-term solution. Dominating. In this approach, the individual is high with respect to his or her own concerns but low with respect to the concerns of others. People adopting this approach take a win-lose approach to problem solving, and their focus is on winning their position at the expense of others. The person using this approach may use their formal position to force others to comply (i.e., "do it because I am the boss"). It may be appropriate, however, for small decisions, or when the person knows the decision will be unpopular and discussion will not bring others on board. It may also be used when there is time pressure to make a decision, such as in a crisis situation. Avoiding. In the avoiding style, a person is low on their own concerns and the concerns of others. This approach reflects an inability to deal with conflict, and the person withdraws from the conflict situation. This style might be appropriate for trivial decisions or when the possibility of unproductive conflict is so high that it is better to avoid discussion rather than risk performance. The weakness of this approach is that by pretending conflict does not exist, it rarely goes away; it may be a temporary fix, and the conflict will return in the future. Compromising. This approach reflects a moderate level of concern for the self and for others. It is a give-and-take approach to conflict in which concessions are made in exchange for getting some aspects of the desired outcome. It is appropriate when parties have strongly opposing views and there is little hope of an integrative solution. It may also be the only possible approach when both parties have equivalent influence in the organization.

100. Discuss perspective taking and how it can help the negotiation process.

Perspective taking is defined as the ability to see things from another person's perspective that holds a view that conflicts with your own. There are two reasons why perspective taking helps resolve conflict. First, when people engage in active perspective taking, they are more likely to empathize with the other person. Second, the expression of perspective taking relates to positive attributions about another person's behavior, such as recognizing the effects of external circumstances on what they do.

98. Describe the steps in the negotiation process.

Preparation: Doing one's homework to have all of the facts and possible options researched prior to negotiation. Building the relationship: An exchange of personal greetings prior to the actual bargaining process. Next, the process of gathering and using information follows. Bidding: Offers and counteroffers are extended until a mutually agreeable solution is attained. Implementation: the execution of a contract.

99. Compare and contrast integrative and distributive bargaining.

There are two general types of negotiation: distributive and integrative. Generally, distributive bargaining is hardball, whereas integrative bargaining takes a softer approach to the deal. The distinction to remember about distributive bargaining is that the negotiator approaches the process as a zero-sum game. In other words, one person gains at the expense of the other. Integrative bargaining differs from distributive bargaining in one significant way: The parties do not see the process as a zero-sum game, and they believe that an agreement can be reached that satisfies all concerns.

92. Describe the solutions for conflict in organizations.

Train everyone to recognize the personality types along with their inherent strengths and weaknesses so that they understand one another. Adopt the belief that even negative behaviors may have a positive intention. A leader must set and communicate the values for the organization. A leader must set, communicate, and enforce the goals and values for the organization. Try perspective taking. Upper-level management must set and communicate the values hierarchy for the organization. A leader must set and communicate the values for the organization and emphasize that everyone's contribution matters. Ask this question—"What else could this mean?"—before assuming a negative intent of the other person. Use active listening and questioning techniques to set and clarify expectations on a regular basis.

90. For integrative bargaining to work, both sides need to be willing to share information. a. True b. False

True

4. What is defined as the process that begins when one party perceives that the other has negatively affected, or is about to negatively affect, something that he or she cares about? a. Conflict b. Negotiation c. Cohesion d. Negative affect

a. Conflict

65. According to a study of conflict resolution styles of MBA students from different countries, which of the following is true regarding how conflict resolution differs across cultures? a. Conflict resolution styles differed across cultures b. United States students are more likely to report an avoiding style c. Chinese students are more likely to report a competing style d. There were no differences of conflict resolution styles across cultures

a. Conflict resolution styles differed across cultures b. United States students are more likely to report an avoiding style

16. Which of the following sources of conflict results from arguments over a piece of data that can be quantified or an event that can be documented? a. Differences over facts b. Differences in perception and values c. Personalities d. Differences over goals and priorities

a. Differences over facts

28. Which of the following is not one of the mechanisms that decrease the relationship between task and relationship conflict? a. Ignoring the conflict b. Group emotional intelligence c. Good working relationships d. Norms for suppressing negative emotions

a. Ignoring the conflict

54. The shape of the relationship between task conflict and team performance is generally which of the following? a. Inverted U-shaped b. U-shaped c. Linear, downward sloping d. Linear, upward sloping

a. Inverted U-shaped

42. The strength of the integrating conflict-handling style is: a. It should provide a mutually benefits (win-win) solution and result in the conflict being resolved for the long term b. It might be the best approach if the person is not sure they are right about a preferred course of action or it is politically best because the matter is so important to the other party c. It is quick and relatively easy d. Everyone gets something in a compromise

a. It should provide a mutually benefits (win-win) solution and result in the conflict being resolved for the long term

40. Which of the following conflict-handling styles is when one party gives in to the demands of others and may neglect his own concerns? a. Obliging b. Avoiding c. Compromising d. Integrating

a. Obliging

34. Which of the following is the process of raising differences of opinions regardless of the preferred course of action of the decision makers? a. Planned conflict b. Task conflict c. Process conflict d. Relationship conflict

a. Planned conflict

46. Jefferson has an avoiding conflict-handling style. All of the following are true of this style except: a. Pretending conflict does not exist usually helps it go away b. He is low on his own concerns and the concerns of others c. It may be appropriate for trivial decisions d. It may be appropriate when the possibility of unproductive conflict is so high that it is better to avoid discussion rather than risk performance

a. Pretending conflict does not exist usually helps it go away

53. Tran read a recent study focusing on self-managed work teams that improve or maintain top performance over time. Which of the following is not one of the conflict resolution strategies that these types of teams engage in? a. They assign work based on volunteering, default, or convenience b. They focus on the content of interactions rather than the delivery style c. They explicitly discuss reasons behind any decisions in distributing work assignments d. They assign work to members who have the relevant task expertise

a. They assign work based on volunteering, default, or convenience

29. According to the U.S. Department of Labor, how many people in the United States are victims of nonfatal violence at the workplace each year? a. 1,000 b. 2 million c. 50 million d. 500,000

b. 2 million

39. Which of the following conflict-handling styles reflects an inability to deal with conflict in which the person withdraws from the conflict situation? a. Obliging b. Avoiding c. Compromising d. Integrating

b. Avoiding

74. Which of the following is the best option available to one's side of the negotiation if negotiations fail? a. Distributive bargaining b. Best alternative to a negotiated agreement c. Expanding pie d. Integrative bargaining

b. Best alternative to a negotiated agreement

66. Which of the following is not true regarding Chinese individuals and conflict? a. Well-managed conflict contributes significantly to successful leadership in China b. Chinese are more competitive and individualistic c. Chinese are more likely to value harmony over discord d. Chinese place an emphasis on openness and collaboration

b. Chinese are more competitive and individualistic

15. Which of the following sources of conflict results from the varying ways people view the world? a. Personalities b. Differences in perception and values c. Differences over facts d. Unfulfilled expectations

b. Differences in perception and values

22. Coleman and Clark are in conflict over a disagreement over facts. Which of the following is a good solution for this type of conflict? a. Try perspective taking b. Have a neutral third party or expert arbitrate this dispute c. Ask this question—"What else could this mean?"—before assuming a negative intent of the other person d. Adopt the belief that negative behaviors may have a positive intention

b. Have a neutral third party or expert arbitrate this dispute

72. Which of the following steps in the negotiation process is the execution of a contract? a. Building the relationship b. Implementation c. Bidding d. Gathering information

b. Implementation

76. Which of the following is the last step in the negotiation process? a. Closing the deal b. Implementing the agreement c. Information using d. Relationship building

b. Implementing the agreement

43. The strength of the obliging conflict-handling style is: a. It should provide a mutually benefits (win-win) solution and result in the conflict being resolved for the long term b. It might be the best approach if the person is not sure they are right about a preferred course of action or it is politically best because the matter is so important to the other party c. Good for when the decision will be unpopular and discussion will not bring others on board d. Everyone gets something in a compromise

b. It might be the best approach if the person is not sure they are right about a preferred course of action or it is politically best because the matter is so important to the other party

3. According to a recent poll of CEOs, what was mentioned as the number one skill that boards of directors believed CEOs need development in? a. Persuasion skills b. Mentoring skills c. Leadership skills d. Conflict management skills

b. Mentoring skills

33. All of the following are true of workplace violence except: a. It is difficult to profile the type of employee who may commit workplace violence b. Most workplace violence occurs from disgruntled employees c. It is important that leaders recognize it early d. It is important that referrals are made to get employees the help they need

b. Most workplace violence occurs from disgruntled employees

59. Which of the following is defined as a panel of a grievant's peers that hears the concern and attempts to resolve it? a. Jury b. Peer review c. Ombudsmen d. Sounding board

b. Peer review

78. Which of the following is the ability to see things from another person's point of view that conflicts with your own? a. Distributive bargaining b. Perspective taking c. BATNA d. Sympathy

b. Perspective taking

69. Which of the following is the first step in the negotiation process? a. Building the relationship b. Preparation c. Bidding d. Implementation

b. Preparation

9. Which of the following occurs when people disagree on what course of action to pursue or the best way to operate even after a decision has been made? a. Supervisory conflict b. Process conflict c. Affective conflict d. Substantive conflict

b. Process conflict

35. The first step for a leader in becoming effective at resolving conflicts at work is: a. Recognize employees' predisposition toward conflict b. Recognize his or her own predisposition toward conflict c. Ignore the problem and hope it goes away d. Develop a conflict resolution policy

b. Recognize his or her own predisposition toward conflict

24. Which of the following is defined as disagreements about resource allocation, policies, or even interpretation of data? a. Relationship conflict b. Task conflict c. Unproductive conflict d. Personality conflict

b. Task conflict

27. Which of the following best describes the relationship between task conflict and performance? a. Task conflict is never good for performance b. Too much conflict or too little conflict leads to low performance c. A high level of task conflict is best for performance d. A low level of task conflict is best for performance

b. Too much conflict or too little conflict leads to low performance

67. Of the following nationalities, which one used emotional appeals to persuade others and made more concessions during the bargaining process? a. North American b. Russian c. Arab d. Chinese

c. Arab

63. Helena is a person who resolves conflict between two or more parties. When she is brought in to resolve conflict, her decision is legally binding on both parties. Helena can best be called a(n): a. Mediator b. Facilitator c. Arbitrator d. Judge

c. Arbitrator

71. Which of the following steps in the negotiation process occurs when offers and counteroffers are extended until a mutually agreeable solution is attained? a. Building the relationship b. Preparation c. Bidding d. Gathering information

c. Bidding

48. Frances has a compromising conflict-handling style. All of the following are true of her style except: a. She has a moderate level of concern for herself and a moderate level of concern for others b. It is appropriate when both parties have strongly opposing views and there is little hope of an integrative solution c. Both parties are completely satisfied with the outcome d. It may be the only possible approach when both parties have equivalent influence in the organization

c. Both parties are completely satisfied with the outcome

32. Most workplace violence emanates from unhappy: a. Supervisors b. Coworkers c. Clients or customers d. Subordinates

c. Clients or customers

18. Which of the following occurs when there are limited resources that must be allocated in an organization? a. Differences over facts b. Differences over goals and priorities c. Competition for scarce resources d. Competition for supremacy

c. Competition for scarce resources

38. Which of the following conflict-handling styles is a give-and-take approach to conflict in which concessions are made in exchange for getting some aspects of the desired outcome? a. Obliging b. Avoiding c. Compromising d. Integrating

c. Compromising

58. Donna is a person who hears grievances on an informal basis and attempts to resolve them. Donna can best be described as a(n): a. Ambassador b. Mentor c. Ombudsman d. Judge

c. Ombudsman

25. Which of the following is defined as personality clashes or differences in values? a. Task conflict b. Productive conflict c. Relationship conflict d. Team conflict

c. Relationship conflict

14. Which of the following source of conflict occurs when a person, because of low self-esteem, insecurity, or other factors in his or her personal life, sometimes feels attacked by perceived criticism? a. Differences in perception and values b. Competition for scarce resources c. Sensitivity/Hurt d. Misunderstanding

c. Sensitivity/Hurt

12. Don and Roger have different opinions on which advertising campaign would be best to promote their new product. Which of the following sources of conflict may result from this differing of opinions? a. Affective conflict b. Process conflict c. Substantive conflict d. Supervisory conflict

c. Substantive conflict

77. All of the following are tactics that can be used when using integrative bargaining except: a. Be willing to share information b. Sweeten the deal c. Use a deadline to put pressure on the person you are bargaining with to make a decision faster d. Get past the fixed position of one another and discuss what their real interests are

c. Use a deadline to put pressure on the person you are bargaining with to make a decision faster

21. Which of the following is a solution for conflict arising from unfulfilled expectations? a. Leaders must set and communicate the values for the organization and emphasize that everyone's contribution matters b. Ask this question—"What else could this mean?"—before assuming a negative intent of the other person c. Use active listening and questioning techniques to set and clarify expectations on a regular basis d. Try perspective taking

c. Use active listening and questioning techniques to set and clarify expectations

30. According to the U.S. Department of Labor, what is the leading cause of fatal injuries at work (about 1,000 per year)? a. Equipment malfunctions b. Hazardous materials c. Workplace violence d. Lack of safety regulations

c. Workplace violence

45. The strength of the integrating conflict-handling style is: a. It should provide a mutually benefits (win-win) solution and result in the conflict being resolved for the long term b. It might be the best approach if the person is not sure they are right about a preferred course of action or it is politically best because the matter is so important to the other party c. It is quick and relatively easy d. Everyone gets something in a compromise

d. Everyone gets something in a compromise

79. All of the following are benefits of perspective taking except: a. People are more likely to empathize with the other person b. Relates to positive attributions about another person's behavior c. People can recognize the effects of external circumstances on what they do d. Generally lead to unsatisfactory negotiation outcomes

d. Generally lead to unsatisfactory negotiation outcomes

37. Which of the following conflict-handling styles is when both parties confront the issue directly and discuss alternative courses of action? a. Obliging b. Avoiding c. Compromising d. Integrating

d. Integrating

50. Which conflict resolution style is considered the best? a. Avoiding b. Compromising c. Dominating d. It depends on the situation

d. It depends on the situation

62. Jerry is a person who is formally trained to help parties who are in conflict reach an acceptable solution. He does not actually make the decision, but he is a third-party neutral person. Jerry can best be called a(n): a. Arbitrator b. Facilitator c. Conciliator d. Mediator

d. Mediator

13. Which of the following is a source of conflict that occurs when one person differs with another based on how he or she feels about that person? a. Competition for supremacy b. Differences over goals and priorities c. Differences over facts d. Personalities

d. Personalities

68. Which of the following steps in the negotiation process is doing one's homework to have all of the facts and possible options researched prior to negotiation? a. Closing the deal b. Relationship building c. Information gathering d. Preparation

d. Preparation

49. Jara has an obliging conflict-handling style. All of the following are true of her style except: a. She has a low concern for herself but a high concern for others b. She should consider requesting a reciprocated exchange in the future after she gives in c. If it becomes a pattern, she may become resentful over time d. Problems generally take a long time to solve

d. Problems generally take a long time to solve

7. Which of the following occurs because people have different opinions on important issues in the organization that affect them? a. Supervisory conflict b. Process conflict c. Affective conflict d. Substantive conflict

d. Substantive conflict

64. Which of the following is not true regarding mediators and arbitrators? a. They are neutral third parties b. Arbitrators make the decision, while mediators help the two parties come to a solution c. They are generally brought in when conflict has become so complex that a more formalized dispute resolution method is needed d. They are generally less expensive than an ombudsman or peer review

d. They are generally less expensive than an ombudsman or peer review