Chapter 14

virtual

(blank) bullying is more common than face-to-face bullying, although the two often co-occur

common causes of conflict

- Personality differences - Irritating workplace behaviors - Unmet needs - Perceived inequities of resources and policies - Unclear roles - Competing responsibilities - Change - Poor management - Poor communication - Difference in work methods

emotions in negotiation

-identify your ideal emotions -manage your emotions -know your hot buttons -keep your balance -identify your balance -identify your take-away emotions

contact hypothesis

-the more members of different groups interact, the less intergroup conflict they will experience -quality contact matters from the in-group's perspective

conflict resolution

-work to eliminate specific negative interactions -conduct team building -encourage and facilitate friendships via social events -foster positive attitudes (empathy and compassion) -avoid or neutralize negative gossip resolution -be a role model

true

Avoiding conflict doesn't make it go away; it is more likely that the conflict situation will continue or even escalate (true or false)

agreement, stronger relationships, learning

By managing conflict, a number of desirable outcomes can emerge:

-assuring leaders are inclusive and accessible -hiring and developing employees who are comfortable expressing their own ideas and are receptive to those expressed by others -celebrating and reinforcing the value of differences between group members and their ideas

Foster a psychologically safe climate by:

accelerated growth

Functional conflict results in change—a break from the status quo—and improves performance across levels of OB.

True

Sources of conflict and issues can be real or imagined (true or false)

a lack of fairness

What , perceived or real, is a major source of conflict at work.

-develop a workplace bullying policy -encourage open and respectful communication -identify and model appropriate ways for people to interact with colleagues -develop and communicate a system for reporting bullying -identify and resolve conflicts quickly and fairly to prevent escalation -identify the situations, policies, and behaviors likely to cause bullying or allow it to occur -train employees to manage conflict -establish and enforce clear consequences for those who engage in bullying -monitor and review employee relationships, with particular attention to fairness

What are some anti-bullying strategies

contact hypothesis, conflict reduction, psychologically safe climate

What are the approaches to handling intergroup conflict?

integrating, obliging, dominating, avoiding, compromising

What are the five common conflict-handling styles?

work interference with family and family interference with work

What are the two forms of work-life conflict

at home

Where does work-life balance begin?

fear of rejection, harm, damage to or loss of relationships, desire to avoid saying the wrong thing

Why does avoidance of conflict occur (good and bad)?

negotiation

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

unionization

a lack of fairness can be costly and motivate employees to organize to combat poor treatment and practices

alternative dispute resolution

a means for solving disputes using an independent third party and avoids the costs and problems associated with litigation or unilateral decision making -lower costs and speed -methods vary with respect to difficult and expense

conciliation

a neutral third party informally acts as a communication conduit between disputing parties

peer review:

a panel of trustworthy co-workers hears both sides of a dispute in an informal and confidential meeting and may make binding decisions depending on the company

psychologically safe climate

a shared belief held by team members that the team: - is a safe place for interpersonal risk taking -captures a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up

facilitation

a third party informally urges disputing parties to deal directly with each other in a positive and constructive manner

arbitration

a third-party neutral makes final and binding decisions based on legal merits

mediation

a trained, third-party neutral actively guides the disputing parties in exploring innovative solutions to the conflict to help the disputants to reach a mutually acceptable decision

incivility

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

devils advocacy

assigning someone the role of critic -alters the usual decision-making process -good idea to rotate the job to promote skill development, so that no one person or group develops a strictly negative reputation

true

both individuals and their employers can be the root cause of mistreatment at work (true or false)

turnover

bullying, lack of fairness, or other forms of disrespect and incivility cause people to quit altogether

functional conflict

characterized by consultative interactions, a focus on the issues, mutual respect, and useful give-and-take

intergroup conflict

conflict among work groups, teams, and departments is a common threat to individual and organizational effectiveness

absenteeism

conflict is a mjaor driver of people not showing up. More conflict generates more stress, more stress results in more time off

programmed conflict

conflict that raises different opinions regardless of the personal feelings of the managers gets contributors to either defend or criticize ideas based on relevant facts rather than personal preference or political interest

bullying

different from others forms of mistreatment or incivility in at least three ways: -often evident to others -affects even those who are NOT being directly affected -group level implications

climate

employees' shared perceptions of policies, practices, and procedures

forms of ADR

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

increased understanding and strengthened relationships

feeling understood, even when views differ, cultivates respect and empathy. These relationships of course facilitate productive problem solving

flextime

flexible scheduling either when work is expected to be completed, or during particular hours of the day

dialectic method

fostering a structured debate of opposing viewpoints -alters the usual decision-making process by generating a counterproposal based on different assumptions and having the advocates of each position present and debate the merits of their proposals before key decision makers

compromising

give-and-take approach with a moderate concern for both self and others

critically

group cohesiveness can turn a "group" into a "team", but excessive levels can impact the team's ability to think what?

dominating

high concern for self and low concern for others , often characterized by "I win, you lose" tactics

litigation

if conflict is not dealt with effectively internal to organization, many employees will seek legal remedies which are often expensive not only in terms of money but also time and reputation

integrating (problem solving)

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

personality conflicts

interpersonal opposition based on personal dislike or disagreement -particularly harmful -critically important to identify and remedy these conflicts -common and can be troublesome -if ignored often escalates

false

managers can eliminate in-group thinking (T/F)

work-life conflict

occurs when the demands or pressures from work and life are mutually incompatible -negatively affect important outcomes in the organization, life, lower job and career satisfaction, job performance, marital and family satisfaction

avoiding

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

obliging (smoothing)

people show low concern for themselves and a great concern for others

person factors and ethical negotiations

personality has been extensively studied and linked to first impressions of and satisfaction with negotiation partners, distributive and integrative negotiation success, and speed of reaching final agreements, among others

group cohesiveness

research has identified challenges associated with increased what?

conflict states

shared perceptions among team members about the target (tasks or relationships) and intensity of the conflict

situation factors and ethical negotiations

situation factors often influence person factors to produce outcomes different from what you might expect

ombudsman

someone who works for the organization and is widely respected and trusted by his or her co-workers hears grievances on a confidential basis and attempts to arrange a solution

conflict processes

the means by which team members work through task and relationship disagreements

dysfunctional conflict

threatens or diminishes an organization's interest. A primary reason we study and manage conflict is because of its cost due to:

conflict

what occurs when a perceived gap exists between what is desired and what is experienced

open-mindedness

when conflict is functional, people speak up, others listen, which in turn can increase engagement.

flexspace

when policies enable employees to do their work from different locations besides the office

distributive negotitaiton

win/lose approach

integrative negotitation

win/win

innovation

working through conflicts in a positive manner pushes people to consider different views than they would otherwise, which often results in new and better processes and outcomes

questionable ethics in negotiations

•Lies. •Puffery. •Deception. •Weakening the opponent. •Strengthening own position. •Nondisclosure. •Information exploitation. •Maximization.