OB Chapter 11*

competing

Pursuing one's own interest at the expense of the other party

ombudsman

Someone who investigates complaints and mediates far settlements between aggrieved parties.

Glasl's nine stage model of conflict escalation

1. Hardening 2. Debate 3.Action over words 4.IMages and coalitions 5.Loss of face 6. Threat as a strategy 7.Limited attempts to overthrow 8.Fragmentation of the enemy 9.Together into the abyss

compromising

A conflict management style in which each side sacrifices something in order to end the conflict

collaborating

A conflict management style reflecting a desire to give both parties what they want.

accommodating

A cooperative conflict management style. Reflects a low concern for your own interests and a high concern for the interests of the other party.

Task conflict

A disagreement about the task or goals. Task conflict is more likely to be detrimental overtime when tasks are complex.

conflict

A disagreement through which two or more parties perceive a threat to their interests, needs, or concerns.

negotiation

A process in which two or more parties make offers, counter offers, and concessions in order to reach an agreement

conciliation

A third party builds a positive relationship between the parties and directs them toward the satisfactory settlement

arbitration

A third party is involved and usually has the authority to impose a settlement on the parties

integrative negotiation

A win win negotiation in which the agreement involves no loss to either party

Constructive conflict

Adoptive, passive conflict (also called functional conflict)

mediation

An important third party (the mediator) facilitates a discussion using persuasion and logic, suggesting alternatives, and establishing each side's priorities

distributive negotiation

Any gain to one party is offset by an equivalent loss to the other party

Process conflict

Conflict about how to accomplish a task, who is responsible for what, and how things should be delegated.

relationship conflict

Conflict due to incompatibility or differences between individuals or groups.

Conflicts of interest

Conflict due to incompatible needs or competition over perceived or actual resource constraints. Occur when someone believes that to satisfy his or her own needs, the needs and interests of someone

structural conflict

Conflict resulting from structural or process features of the organization.

information conflict

Conflict that occurs when people lack necessary information, are misinformed, interpret information differently, or disagree about which information is relevant.

dysfunctional conflict

Destructive conflict focused on emotions and differences between the two parties and can degenerate to the extent that the parties forget the substantive issues and focus on getting even, retaliating, or even hurting the other party.

avoiding

Ignoring the conflict or denying that it exists

alternative dispute resolution

Involving a third party in a negotiation to overcome stalemate between parties

value conflict

conflict arising from perceived or actual incompatibilities in belief systems