BUS 207 exam 3

U.S. employees spend ____ _____ a week on unproductive conflict. Causing a ______ _____ dollar loss each year.

1.) 2.8 hours 2.) 359 billion dollar

In the average 8 person committee, each individual member wished ____ of the other 7 weren't there

3

1.) Traditional View 2.) Human Relations View 3.) Interactionist View

3 perspectives on managing conflict

Facilitators are typically a ______ _____ - not a member of the team

3rd party

1.) Information Sharing 2.) Information Dissemination 3.) Problem Solving/ decision making 4.) Symbolic/Social 5.) Innovation

5 general types of meetings

____% of American executives considered many meetings a waste of time

70%

____% of employees experience conflict

85%

-have the minutes and next meeting agenda typed up and distributed (in person, mail, electronic) -send out checkpoint memo/email, as appropriate -make sure all members have contact info. for other members -use time between meetings to follow up with individual members, if appropriate -consider use of a meeting summary forms (instead of minutes) -send meeting notes to those who could not attend -have sub-committee meetings (breakout), if necessary -track progress -keep everyone informed

After the Meeting/Between Meetings

-Clarify the purpose -Choose the type of communication mechanism -Decide who should participate in the meeting -Develop a plan

Before the Meeting

1.) competition 2.) avoidance 3.) collaboration 4.) accommodation 5.) compromise

Conflict management strategies

Meeting Process Flowchart: -preliminary phase -meeting kickoff -summary of accomplishments -evaluation

During the Meeting

The set of activities carried out before, during, and after meetings to help a group achieve its own outcomes

Facilitation

1.) communication 2.) observation skills 3.) giving behavioral feedback 4.) knowledgeable about decision making/problem solving 5.) understanding and managing group dynamics

Facilitator skills and behaviors

Someone who performs facilitation activities, helping the team by monitoring and improving its internal processes (means), such as how members: Communicate Make decisions resolve conflict ... to achieve goals (ends).

Facilitator/process consultant

What two factors influence choice in conflict management strategies?

Goals and Relationship

-Natural & Inevitable part of interactions and relationships -can be functional or dysfunctional, but either way, always there Which one: Traditional View, Human Relations View, Interactionist View

Human Relations View

-conflict is inevitable, but also can be helpful -tension is maintained to keep group energized, creative, and a positive force for change -encourage task conflict~ capitalize on diverse views -minimize relationship conflict~ develop trust Which one: Traditional View, Human Relations View, Interactionist View

Interactionist View

NEED to get this one still

NEED

-Conflict is always bad; avoid -Result of pro comm./lack of trust/management not responding -Behavior stopped? conflict ends Which one: Traditional View, Human Relations View, Interactionist View

Traditional View

-relative to teams current stage of growth -any strained or suppressed behaviors? address/perhaps restructure group -diagnose behaviors (group and individual) and appropriately respond which one: communication, observation skills, giving behavioral feedback, knowledgeable about decision making/problem solving, understanding and managing group dynamics

Understanding and managing group dynamics

Not all conflicts are manageable or worth the effort needed to resolve them. Sometimes a situation worsens because too much attention is paid to issues that are better left ignored. In order to manage conflict in such cases, it is ideal to a.) decide whether to engage in the conflict in the first place. b.) prepare close-ended questions c.) search for a common goal or ground d.) threaten to bring in a third party

a.) decide whether to engage in the conflict in the first place

-AKA smoothing -more concerned with maintaining relationship than accomplishing goal -low assertiveness, high cooperativeness which one: competition, avoidance, collaboration, accommodation, compromise

accommodation

specific plan for the meeting

agenda

-choose not to deal with the issues or people involved -retreat and hope it goes away -low assertiveness, low cooperativeness which one: competition, avoidance, collaboration, accommodation, compromise

avoidance

In the context of the eight-step model for resolving team conflict, which of the following should a manger do after determining the best place to deliver feedback? a.) seek understanding and play dumb b.) set the context, disclose humanity, and address what the other is thinking c.) stick to the face and state the impact d.) clarify and evaluate alternative solutions and prioritize solutions

b.) set the context, disclose humanity, and address what the other is thinking

Micro Inc. holds meetings when key employees or long time employees retire. It publicly recognizes and appreciates the retirees' contributions to the company and gives a grand farewell. In this scenario, identify the meetings held by Micro Inc. a.) decision making meeting b.) a symbolic meeting c.) information-sharing meeting d.) information-dissemination meeting

b.) symbolic meeting

Identify the disadvantage of collaboration as a conflict management strategy. a.) less creativity in problem solving b.) little understanding of the needs of others c.) loss of sense of autonomy d.) incomplete comprehension of work environment

c.) loss of sense of autonomy

Since a meeting involves more than one person, it a.) reduces the instances of redundancies of people and effort b.) decreases the complications of interacting with others c.) raises the potential for effectiveness and inefficiency d.) takes less time to arrive at a consensus decision

c.) raises the potential for effectiveness and inefficiency

-how will we meet? -in person, hybrid, or virtual meeting? -virtual meeting, not a substitute for all face to face, but can include: teleconferencing, electronic chat/messaging, video conferencing -all have the potential to: save time/money, recruit talent (flexible work schedules), draw from larger labor pool, quick(er) responses -the goal should drive the meeting type and approach and mechanism which one: clarify the purpose, choose the type of communication mechanism, decide who should participate in the meeting, develop a plan

choose the type of communication mechanism

-what do we need to accomplish? -helps to determine the necessity of a meeting -can we accomplish this in another, more effective, way? which one: clarify the purpose, choose the type of communication mechanism, decide who should participate in the meeting, develop a plan

clarify the purpose

-team of facilitators -sometimes helpful due to size of group/event, difficulties expected, or lack of experience

co-facilitation

-ultimate win win -energy, commitment, excellent communication skills -time is not an issue, and issue is important to all parties -AKA integrative solution -both parties don't always 100% agree, but feel comfortable working toward solution -high assertiveness, high cooperativeness which one: competition, avoidance, collaboration, accommodation, compromise

collaboration

-both verbal and nonverbal -decode important cues that members may miss -reframe and restate which one: communication, observation skills, giving behavioral feedback, knowledgeable about decision making/problem solving, understanding and managing group dynamics

communication

-work to achieve goals, even if it means sacrificing relationship -I win, you lose -sometimes appropriate ~ crisis, very limited time - high assertiveness, low cooperativeness which one: competition, avoidance, collaboration, accommodation, compromise

competition

-pressure to adapt to business environment -can lead to confusion and uncertainty in employees (real/imagined) -stress, acting out, withholding info. -must meet with open lines of comm. and sharing info. which one: competitive and changing environment, limited resources, difference in goals and objectives, miscommunication, differing attitudes values and perceptions, style differences, inability to manage stress

competitive and changing environment

-"split the difference" -agree to give up part of the goal and part of the relationship to find a solution -effective for temporary or timely issues -win some, lose some -in the middle for both assertiveness and cooperativeness which one: competition, avoidance, collaboration, accommodation, compromise

compromise

Any situation in which there are incompatible goals, cognitions, or emotions within or between individual or groups that lead to opposition or antagonistic interaction

conflict

Identify a true statement about virtual meetings. a.) They have increased the influence of demographic and status differences. b.) They are expensive and unaffordable for most organizations. c.) They make it difficult to gain access to subject matter experts. d.) They provide means to reach a wider pool of people.

d.) They provide means to reach a wider pool of people.

Which of the following is the best strategy for conflict resolution when all the parties involved seriously want a win-win solution and have enough time? a.) compromise. b.) accommodation c.)competition d.) collaboration

d.) collaboration

In a meeting, the ___ helps ensure that participation is balanced, communication is effective, and the process is smooth. a.) recorder. b.) meeting leader c.) timekeeper d.) facilitator

d.) facilitator

Which of the following conflict management strategies is appropriate when the issue in discussion is not that important to an individual or when harmony is of greater importance to him or her than "winning" on the issue? a.) the avoidance strategy b.) the competing strategy c.) the compromising strategy d.) the accommodation strategy

d.) the accommodation strategy

-how can/will everyone contribute to the meetings purpose -who needs to be "in the room" to achieve goals -who can provide valuable, unbiased, novel(new) perspectives? which one: clarify the purpose, choose the type of communication mechanism, decide who should participate in the meeting, develop a plan

decide who should participate in the meeting

-start with an agenda: specific plan for the meeting -clarify goals -list points of discussion -estimated time for each task -expected outcomes/deliverables -logistical information: where, when, who which one: clarify the purpose, choose the type of communication mechanism, decide who should participate in the meeting, develop a plan

develop a plan

-differences in desirable outcomes? -> lead to tension/conflict -intragroup conflict -intergroup conflict which one: competitive and changing environment, limited resources, difference in goals and objectives, miscommunication, differing attitudes values and perceptions, style differences, inability to manage stress

difference in goals and objectives

-we often bring feelings or concerns into interactions that lead us to react in a certain way -our own differences in values~ religion, cultural beliefs, work ethic -how to approach a task-> task conflict -+relationship conflict based on interpersonal differences-> almost always dysfunctional+ -open lines of communication can help clarify which one: competitive and changing environment, limited resources, difference in goals and objectives, miscommunication, differing attitudes values and perceptions, style differences, inability to manage stress

differing attitudes, values, and perceptions

hinder or undermine teams progress -blocking -dominating -withdrawing -self seeking which one: task related, maintenance related, dysfunctional behaviors

dysfunctional behaviors

-can reset a meeting -used to boost meeting -reactivate members' bodies and minds

energizers

-has objectives been met? -process check---what and how of the details -plan next meeting (as needed) which one: preliminary phase, meeting kickoff, summary of accomplishments, evaluation

evaluation

-lack an agenda -lack goals; purpose, objective -get off subject -last too long

examples of failed meetings

-subtly (or not so subtly) interrupting the teams's process to aid when difficulties or problems surface -simple, straight forward, non offensive -share observations, clarifying what is happening, motivate to reach a resolution

facilitative interventions

-provides structure and manages participation so all view points are heard which one: team leaders, facilitator

facilitator

____ focus on team processes: -methods -procedures -tool -norms of interaction NOT a focus on content - what the team is doing -no goals -no tasks -no agenda/discussion items -no decision made

facilitators

-facilitating the flow and clarity of relevant info -shaping norms and improving work processes -fulfilling the human need for social interaction -keeping a team/work group on track

functions of meetings

-GOAL-> recognize and modify -balance between awareness(constructive) vs. defensiveness which one: communication, observation skills, giving behavioral feedback, knowledgeable about decision making/problem solving, understanding and managing group dynamics

giving behavioral feedback

the _____ should drive the meeting type and approach

goal

-what personal/organizational goals need to be reached? How important? -remember: conflict-> due to opposing goals which one: goals, relationship

goals

-often begin a meeting with them -help break the ice (the chill that enhances stiffness and disconnectedness) -activities that build relationships and trust

ice breakers

-you don't always get to choose who you work with or where you work -other stressors, such as security concerns, poor working conditions, abusive bosses -can lead to additional stress -some can use this as a driving force; others cannot move past which one: competitive and changing environment, limited resources, difference in goals and objectives, miscommunication, differing attitudes values and perceptions, style differences, inability to manage stress

inability to manage stress

-typically longer; something too important for just written comm -may require in depth explanation -leads to discussion/ Q&A which one: information sharing, information dissemination, problem solving/decision making, symbolic/social, innovation

information dissemination

-tend to be relatively short -goal: come together and update which one: information sharing, information dissemination, problem solving/decision making, symbolic/social, innovation

information sharing

-met to create new or redesign products/services/processes -engagement and empowerment of those in attendance to find new, creative solutions which one: information sharing, information dissemination, problem solving/decision making, symbolic/social, innovation

innovation

differences between competing subgroups (departments) which one: intragroup conflict or intergroup conflict

intergroup conflict

differences between members of one group which one: intragroup conflict or intergroup conflict

intragroup conflict

-tools most effective which one: communication, observation skills, giving behavioral feedback, knowledgeable about decision making/problem solving, understanding and managing group dynamics

knowledgeable about decision making/problem solving

Facilitator shills and behaviors are _____ skills

learned

-in general, all are vying for the same, limited resources -creates competition -drive to get your "fair share" -> time, money, attention, equipment which one: competitive and changing environment, limited resources, difference in goals and objectives, miscommunication, differing attitudes values and perceptions, style differences, inability to manage stress

limited resources

relate to the process of how the group works together -harmonizing and compromising -gate keeping -diagnosing -standard setting which one: task related, maintenance related, dysfunctional behaviors

maintenance related

-establish operating guidelines --- how meeting will be run, how members will interact, what behavior is acceptable (as needed) which one: preliminary phase, meeting kickoff, summary of accomplishments, evaluation

meeting kickoff

notes

minutes

-seldom is the intention -often due to: not clarifying own understanding, gender/cultural differences, error in semantics -we can't assume others know what we want or how we feel which one: competitive and changing environment, limited resources, difference in goals and objectives, miscommunication, differing attitudes values and perceptions, style differences, inability to manage stress

miscommunication

Hinders the organization or person's ability to attain goals or objectives

negative conflict - dysfunctional conflict

-highlight and focus attention of the group -cooperativeness and involvement of team members which one: communication, observation skills, giving behavioral feedback, knowledgeable about decision making/problem solving, understanding and managing group dynamics

observation skills

Supports or benefits the organization or individual

positive conflict - functional conflict

-clearly articulate purpose and objectives -general overview and agenda -why participants were selected to attend (as needed) which one: preliminary phase, meeting kickoff, summary of accomplishments, evaluation

preliminary phase

-individuals with or without ill intent -hinder even the best of teams

problem people

-requires full participation from all attendees -requires sufficient time -requires the right people which one: information sharing, information dissemination, problem solving/decision making, symbolic/social, innovation

problem solving/decision making

Think of facilitators as ____

referees

-depth, quality, duration, importance are aspects of ____ which one: goals, relationship

relationship

-share info. -solicit feedback ~ 2 way communication -training -plan/coordinate -set objectives -make decisions

resons for meetings

facilitators must have a keen awareness of their own strengths, weaknesses, and biases otherwise known as _____

self-reflection

1.) competitive and changing environment 2.) limited resources 3.) difference in goals and objectives 4.) miscommunication 5.) differing attitudes, values, and perceptions 6.) style differences 7.) inability to manage stress

sources of organizational and interpersonal conflict

-personal style or personality differences -cause individuals to take different approaches -goal: find workable solution that is respectful of all -otherwise can lead to unproductive behaviors which one: competitive and changing environment, limited resources, difference in goals and objectives, miscommunication, differing attitudes values and perceptions, style differences, inability to manage stress

style differences

-aka wrap up stage -review decisions made and summarize key points discussed -helps ensure focus and agreement which one: preliminary phase, meeting kickoff, summary of accomplishments, evaluation

summary of accomplishments

-celebrating a special event -recognition for accomplishments -work to promote synergy which one: information sharing, information dissemination, problem solving/decision making, symbolic/social, innovation

symbolic/social

focus on the content of the meeting -initiating -giving/seeking info -clarifying and elaborating -summarizing -consensus testing which one: task related, maintenance related, dysfunctional behaviors

task related

-take control of meeting -promote a point of view which one: team leaders, facilitator

team leaders

1.) task related 2.) maintenance related 3.) dysfunctional behaviors

three types of behaviors