Organizational Behavior Ch14
Arbitrator
Who has the authority to dictate an agreement
Intergroup Conflict
conflict between groups or teams
Dyadic Conflict
conflict between two people
Dysfunctional Conflict
conflict that hinders the group performance
Functional Conflict
conflict that supports the goals of the group and improves its performance.
Task Conflict
is more likely negative if it occurs with relationship conflict
Conflict Management
is the resolution and stimulation techniques to achieve the desired level of conflict
Intragroup Conflict
occurs within a group or team
Relationship Conflict
refers to conflict based on interpersonal relationships
Task Conflict
refers to conflict over content and goals of the work
Process Conflict
refers to conflict over how work gets done
Roles
some group members feel marginalized
Fixed Pie
the belief that there is only a set amount of goods or services to be divided between or among the parties. A win-lose situation
Stage 3: Intentions
the decision to act in a given way It is a distinct stage because we need to infer other's intention so we can respond to his or her behavior
Intragroup Conflict
Nearly all the literature on research on task, relationship, and process conflict. For task conflict: group performance is higher if members are high on the need for achievement
Relationship Conflict
Always dysfunctional Friction and interpersonal hostilities inherent in this conflict increase personality clashes and decrease mutual understanding
Reputation
Being trustworthy matters Open doors of many forms of integrative negotiation strategies Building trust depends on behaving in an honest way across repeated interactions
BATNA
Best Alternative To a Negotiated Agreement
Compromising (Type of Intention)
Both parties are willing to give up something to resolve the conflict. No winner, no loser
Collaborating (Type of Intention)
Both parties desire to fully satisfies the concerns they have. Clarifying differences rather than by accommodating various points of view
constructive
Conflict is ________________ when it... improves the quality of decisions stimulates creativity and innovation encourages interest and curiosity provides the medium through which problems can be aired and tensions released fosters an environment of self-evaluation and change.
destructive
Conflict is ___________________ when it... raises discontent reduces group effectiveness threatens the group's survival
Superordinate goals
Creating a shared goal that cannot be attained without the cooperation of each of the conflicting parties.
Appointing a devil's advocate
Designating a critic to purposely argue against the majority positions held by the group
Stage 2: Cognition and Personalization
Employees perceive and feel that antecedent conditions exist
Expansion of resources
Expanding the supply of a scarce resource (for example, money, promotion, opportunities, office space).
Personal Variable
High in disagreeableness, neuroticism, or self-monitoring are positively related
openness
In cross-cultural negotiations, it is especially important that the negotiators be high in ____________________
Authoritative command
Letting management use its formal authority to resolve the conflict and then communicating its desires to the parties involved
Problem Solving
Meeting face to face for the purpose of identifying the problem and resolving it through open discussion
Dyadic Conflict
Member X and Y do not go along for any reasons Interpersonally Personality Values
cooperatively, competitively
Men negotiate more often than women do. Women negotiate _______________, while men do __________________
Behavior
_____________ includes statements, actions, and reactions made by the conflicting parties
Behavior
______________ does not always reflect a person's intention accurately
Collectivist
__________________ cultures see people as deeply embedded in social situations. They will avoid direct expression of conflicts, preferring indirect methods for resolving differences of opinion
Agreeable
___________________ individuals are cooperative, complaint, kind, and conflict averse
Negotiation
a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them
Delegation
around the perception that some employees are avoiding their assigned duties
Stages of the Negotiation Process:
Preparing and Planning Defining the Ground Rules Clarification and Justification Bargaining and Problem Solving Closure and Implementation
Restructuring the organization
Realigning work groups, altering rules and regulations, increasing interdependence, and making similar structural changes to disrupt the status quo.
Competing (Type of Intention)
Satisfying one's interests regardless of the impact on the other party
Integrative Bargaining
Seeks one or more settlements that can create a win-win solution. Preferable when intraorganizational behavior is considered Builds long-term relationships
Distributive Bargaining
Seeks to divide up a fixed amount of resources
Communication
Semantic difficulties, misunderstandings, and noise in the communication channels
conflict management
Successful ________________ ___________________ recognizes different approaches. E.g., attempts to resolve them by encouraging open, frank discussion focused on interests rather than issues.
Diasagreement
Task conflict, relationship conflict, process conflict are all types of ______________
Stage 1: Potential Opposition or Incompatibility
The appearance of antecedent conditions that creates opportunities for conflict to arise
directly
The most disruptive conflicts are those that are never addressed __________________
Accommodating (Type of Intention)
The willingness of one party to place other party's interests above its own. Sacrificing to maintain the relationship
Communication Structure Personal Variables
Three categories of Potential Opposition
Task Conflict
Top management: positive relation with performance May not feel any threat of conflict because of their organizational roles Lower management: negative relationship with performance May feel higher level of threat of conflict because of their organizational roles
conflict
Opposition or incompatibility and interaction are needed to have a _______________.
Structure
Organizational structure that brings two people in conflict because of their job requirement Sales person makes sales on credit, while company credit manager regularly turns down the credit applications
Behavior
When we think about conflict, we basically talk about stage 4, i.e., __________________
Mediator
Who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives
Conciliator
Who provides an informal communication link between the negotiator and the opponent
Avoidance
Withdrawing from or suppressing the conflict.
Felt Conflict
emotional involvement in a conflict that creates anxiety, tension, frustration, or hostility
Compromise
might be your worst enemy in negotiating a win-win agreement. It reduces the pressure to bargain integratively
Loci of Conflict
3 types include Dyadic, Intragroup, Intergroup
Bringing in outsiders
Adding employees to a group whose backgrounds, values, attitudes, or managerial styles differ from those of present members.
Loci of Conflict
Another way to understand conflict is to consider its locus, or where the conflict occurs
Altering the structural variables
Changing the formal organization structure and the interaction patterns of conflicting parties through job redesign, transfers, creation of coordinating positions, and the like
More
Distributive Bargaining is __________ common than Integrative Bargaining because Opposing parties are not always open with their information Not sensitive to other party's needs and trust Not always flexible
Personal Variable
E.g., personality, emotions, values. High in disagreeableness, neuroticism, or self-monitoring are positively related.
cooperative, competitive
Groups with ________________ conflict styles and an underlying identification to group goals are more effective than groups with a more __________________ style
Compromise
Having each party to the conflict give up something of value
Intergroup Conflict
Individuals are important. Individual's position in his or her group and how he or she manages conflict between groups Group members should feel accountable
extraversion
Individuals high in __________________ are assertive and enthusiastic
Language
Many apparent conflicts are due to people using different ______________ to discuss the same general course of action
intentions
Many conflict escalates simply because we attribute wrong _______________ to the other.
Relationship
Parties in good relationships go beyond and think about what is best for the other party and the relationship they share
Cultures
People generally negotiate more effectively within ______________ than between them
Task Conflict
Personality matters High in openness to experience and emotional stability Increased group performance
Smoothing
Playing down differences while emphasizing common interests between the conflicting parties
Relationship Conflict
Psychologically exhausting Very problematic to employees who are new to organizations Relying on coworkers to learn information about the job
Process Conflict
Revolves around delegation and roles Often becomes highly personalized Turns into relationship conflict
Stages of Conflict Process
Stage 1: Potential Opposition or Incompatibility Stage 2: Cognition and Personalization Stage 3: Intentions Stage 4: Behavior Stage 5: Outcomes
Avoiding (Type of Intention)
The desire to withdraw from or suppress a conflict Ignoring a conflict and trying to stay away from other who they disagree with
Communication
Using ambiguous or threatening messages to increase conflict levels.
Altering the human variable
Using behavioral change techniques such as human relations training to alter attitudes and behaviors that cause conflict.
Bargaining
We use the terms negotiation and ______________________ interchangeably
Conflict
____________ is a perception.
Anger
____________ works if one party has more power than the other
Conflict
a process that begins when one party perceives that another party has negatively affected or is about to negatively affect something that the first party cares about.
Perceived Conflict
awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise