Chapter 10
Dialectic Method
Calls for managers to foster a structured debate of opposing viewpoints prior to making a decision
Functional Conflict
Commonly referred to in management circles as constructive or cooperative conflict and is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take
Programmed conflict
Conflict that raises different opinions regardless of the personal feelings of the managers
Flextime
Flexible scheduling, either when work is expected to be completed or during which particular hours of the day
Negotiation
Give and take decision-making process involving two or more parties with different preferences
Dominating Style
Have a high concern for self and low concern for others
Integrating Style
Interested parties confront the issues and cooperatively identify the problem, generate and weigh alternatives and select a solution
Personality Conflict
Interpersonal opposition based on personal dislike or disagreement
Devil's Advocacy
Involves assigning someone the role of critic
Compromising Style
Is a give and take approach with a moderate concern for both self and others
Alternative Dispute Resolution
It uses faster, more user friendly methods of dispute resolution, instead of traditional, adversarial approaches
Conflict Processes
Members interactions aimed at working through task and interpersonal disagreements
Dysfunctional conflict
Threatens an organizations interests
Conflict
Occurs when one party perceives that its interest are being opposed or negatively affected by another party
Work-family conflict
Occurs when the demands or pressures from work and family domains are mutually incompatible
Avoiding Style
Passive withdrawal from the problem and active suppression of the issue are common
Psychological Safety Climate
Refers to a shared belief held by team members that the team is a safe place for interpersonal risk taking and captures a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up
Climate
Represents employees shared perceptions of policies, practices and procedures
Conflict States
Shared perceptions among members of the team about the intensity of disagreement over either tasks
Flexspace
Such as telecommuting, is when policies enable employees to do their work from different locations besides the office
Contact Hypothesis
Suggests that the more members of different groups interact, the less intergroup conflict they will experience
Obliging Style
Tend to show low concern for yourself and a great concern for others
Zone of possible agreement
The range of possibilities you are willing to accept
Distributive negotiation
Usually involves a single issue- "a fixed pie" - in which one person gains at the expense of another
Integrative Negotiation
Where an agreement can be found that is better for both parties than what they would have reach through distributive negotiation
Incivility
Any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision and bullying
Added-value negotiation
During AVN, the negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship