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