Exam 3 MGT 10,11,12

Availability Bias

Accessible

Compromising

Give-and-take, more powerful, no consensus

As a manager, Michelle is very kind-hearted, sometimes when one of her employees does something wrong she avoids saying anything to them

Hurting someone else

Accesible

Readily accesible information

After an outstanding interview, Mark just received a job offer from his preferred potential employer. He is hesitant to ask for a higher salary.

Rejection

When problems arise in the office, Trina usually keeps her thoughts to herself, she doesn't want the wrong thing to come out

Saying the wrong thing

Dominate

a small group of people may talk loudest and longest

_____ is the conflict handling style that is passive withdrawal from the problem and active suppression of the issue.

avoiding

The ___________ styles are inappropriate when the issue is important to you.

avoiding and obliging

Outcome

knowledge of an outcome influences your perceived probability of it occuring

Advantages of decision making

knowledge, perspectives, learning, understanding, commitment

Force

one party forces the other to comply

Hindsight bias

outcome

Representativeness Bias

Limited

Your responsibility

Not ideal if both parties are equally powerful

Confirmation Bias

Support

Assertive subordinates

appropriate for overcoming excessively assertive subordinates

Ample time

ideal when there is ample time available for handling the conflict

Perspectives

people bring different perspectives

escalation of commitment bias

persisting

Persisting

persisting when an undesirable outcome is likely

Framing bias

presenting

Presenting

presenting information or questions in a particular way influences judgement

Right

should not be used if you believe you are right

Goal displacement

sometimes other issues will rise and take precedence

Avoiding

suppress, your responsibility, cool off

Optimistic

tendency to be overly optimistic in ones estimates

Knowledge

there is a greater pool of knowledge to draw from

Dominating

force, equal power, assertive subordinates

Limited

generalizations are made based on one or a limited number of experiences

Develop and weigh

parties develop and weigh out possible alternatives and pick a solution

Give and take

parties give and take

Suppress

parties withdraw from the conflict and suppress the issue

Kevin was very displeased with the way his employee deal with a customer, he decided to wait until another time to talk to him about it

Anger

Weaker

a good option if you are in the weaker position

Learning

a group may bring about greater learning about group dynamics and problem solving for less experienced group members

No consensus

appropriate when parties cannot reach consensus

Bend

one party bends to the interest of the other in order to please them

Overconfidence bias

optimistic

Commitment

participating in making a decision helps promote commitment to it

Understanding

participating in making a decision helps understanding the rationale for it

Anchoring bias

Early information

Which of the following should a person do to manage conflict?

be open and honest

Obliging

bend, weaker, right

Cool off

both parties need a "cool off" (break)

Kathy doesn't say what is on her mind when she is angry with her friends

damage or loss of relationship

Integrating

develop & weigh, simple, ample time

Disadvantages of decision making

dominate, groupthink, pressure, goal displacement

Early information

early information influences subsequent decisions or views

Pressure

group members desire to remain in good standing within the group

Groupthink

group members will strive for unanimity

Which of the following is not a situation that commonly produces conflict?

individual decision making

Support

information is sought out to support previous decision or positions

5 conflict handling styles

integrating, obliging, dominating, avoiding, compromising

Simple

not appropriate for solving simple conflicts

Your responsibility

not appropriate when it is your responsibility to make a decision

Equal power

not ideal if both parties are equally powerful

More powerful

not ideal if one party is more powerful