Org Behavior Chapter 10

dominating

high concern for self and low concern for others, often characterized by "I win, you lose" tactics. other parties needs are ignored, often called "forcing" because it relies on formal authority to force compliance

integrative negotiation

in which numerous interests are considered, resulting in an agreement that is satisfactory for both parties

five common conflict-handling styles

integrating, obliging, dominating, avoiding, compromising

what determines ethical decisions

intent, content, activity

integrating

interested parties confront the issue and cooperatively identify it, generate and weigh alternatives and select a solution

personality conflicts

interpersonal opposition based on personal dislike or disagreement

dialectic decision method

involves a structured dialogue or debate of opposing viewpoints prior to making a decicion

factors to consider in all negotiations

know who you are, manage outcome expectations, consider the other persons outcome, adhere to standards of justice, remember your reputation

causes of incivility - individual

lack of character and ethics, past experience as target of incivility, sensitivity to injustice and harassment, different goals, incompatible personalities, biases and stereotypes

questionable and unethical tactics in negotiations

lies, puffery, deception, weakening the opponent, strengthening ones own position, nondisclosure, information exploitation, maximization

key benefits of flexible work policies

lower expenses/higher profits, environmentally friendly, boosts productivity, increased retention

compromising

a give-and-take approach with a moderate concern for both self and others, appropriate when parties have opposite goals or possess equal power

alternative dispute resolution (ADR)

a means for solving disputes using an independent third party and avoids the costs and problems associated with litigation or unilateral decision making

dysfunctional conflict can cause

absenteeism, turnover, unionization, litigation

incivility

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

desired outcomes of conflict management

change, goal alignment, innovation

functional conflict

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

flextime

flexible scheduling, covering either the time when work must be completed (deadlines) or limits of workday (9-5, 10-4 etc)

negotiation

give-and-take decision-making process between two or more parties with different preferences

intergroup conflict

conflict between different groups or teams

conflit can manifest as a result of a lack of

cooperation, exclusion, insults, bullying, anger and many other behaviors and emotions

why conflict-handling styles matter

culture, results, reduced turnover, you vs. others

responsibilities to maintain work-life balance

designate time, designate space, share

devils advocate decision program

devils advocate identifies any potential shortcomings in the proposal 1.) proposed. course of action is generated 2.) a devils advocate (individual or group) is assigned to criticize the proprosal 3.) critique is presented to key decision makers 4.) any additional information relevant to the issues is gathered 5.) decision to adopt, modify or discontinue the proposed course of action is taken 6.) decision is monitored

dysfunctional conflict

disagreements that threaten or diminish an organizations interests

harassment

discrimination based on a protected class (race, gender, religion, pregnancy, age, disability), that becomes illegal when it threatens your employment or is considered intimidating, hostile or abusive

conflict

energy created by the perceived gap between what we want and what we're experiencing

different forms of ADR

facilitation, conciliation, peer review, ombudsman, mediation, arbitration

functional conflict can foster several desirable outcomes, such as:

open-mindedness, increased understanding and strengthened relationships, innovation, accelerated growth

causes of incivility - organizational

org. justice, destructive leadership, HR policies and procedures

avoiding

passive withdrawal from the problem and active suppression of the issue are common

common causes of conflict

personality differences, irritating workplace behaviors, unmet needs at work, perceived inequities of resources and policies, unclear roles and responsibilities, competing responsibilities, change, poor management, poor communication, differences in methods for doing work

Two types of negotiation

position-based (distributive) and interest-based (integrative)

conflict has both _______ and ______ consequences

positive; negative

sexual harassment comes in two principle forms -

quid pro quo (this for that) and hostile work environment

psychological safety climate

represents a shared belief among team members that it is safe to engage in risky behaviors, such as questioning current practices without retribution or negative consequences

moral character

represents an individuals general tendency to think, feel and behave in ways associated with ethical or unethical behavior

ADR benefits when compared to litigation

speed, low cost, confidentiality, winning solutions

outcomes of incivility

stress, decreased job satisfaction and performance, PTSD, negative emotions, intentions to quit, uncivil behaviors, lower group cohesiveness and performance, damaged org. reputation

flex space

such as telecommuting, occurs when policies enable employees to do their work from different locations besides the office (ie coffee shop, home)

contact hypothesis

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

warning signs of conflict escalation are:

tactics change, number of issues grows, issues move from specific to general, number of parties grows, goals change

obliging

tends to show low concern for self and great concern for others, such people tend to minimize differences and highlight similiaries to please the other party

work-life conflict

the perception that expectations and demands between work and nonword roles are mutually incompatible

bullying

unwelcome behavior that occurs over a period of time and is meant to harm someone who feels powerless to respond

distributive negation

usually concerns a single use - a "fixed pie" - in which one person gains at the expense of another

common reasons why people avoid conflict

we're social, its stressful, agreeableness is rewarded, backlash