BUS3 160 midterm 3

difference between expert power and information power

-EXPERTS tend to have a vast amount of knowledge or skill, whereas INFORMATION power is distinguished by access to specific information.

change the structure

-If the conflict is at an intergroup level, such as between two departments, a structural solution could be to have those two departments report to the same executive, who could align their previously incompatible goals -When problems originate from a matrix structure in which an individual reports to multiple people, clearly defining the zone of authority for each manager may be useful.

consider the mood

-Research shows that negotiators in positive moods tend to be more cooperative and less likely to engage in conflict as well as even come to agreements that are more advantageous to all parties

consider majority rule

-The majority rule approach can work if the participants feel that the procedure is fair -should be used sparingly

coercive power

-ability to take something away or punish someone for noncompliance -ex: government dictators who threaten physical harm for noncompliance. OR Parents may ground their child as punishment for noncompliance

Thomas Kilman's Conflict Mode Framework Model

-aka conflict handling styles -avoidance -accommodation -compromise -competition -collaboration

decision making traps and biases

-anchoring and adjustment -availability -escalation of commitment -groupthink

6 ways to manage conflict on org level

-change the structure -change the composition of team -create a common opposing force -consider majority rule -problem solve -consider the role of mood

communication problems

-conflict arises simply out of a small, unintentional communication problem, such as lost emails or dealing with people who don't return phone calls. -solution: focus on behavior and its effects rather than the person

intergroup conflict

-conflict that takes place among different groups -conflict over budget allocations, work rules, supplier conflict over quality of parts, -**in group bias** : tendency to favor the group to which one belongs

accommodating style

-cooperative and unassertive -In this style, the person gives in to what the other side wants, even if it means giving up one's personal goals. -People who use this style may fear speaking up for themselves or they may place a higher value on the relationship, believing that disagreeing with an idea might be hurtful to the other person. -ex: "Let's do it your way" or "If it's important to you, I can go along with it."

rational model

-describes a series of steps that decision makers should consider if their goal is to maximize the quality of their outcomes. -best applied to major decisions in which the costs are high and the consequences of different decision outcomes are significant -ex: purchasing a car

3 types of noise

-external -within the receiver -Within the sender

stereotypes

-generalizations based on group characteristics -What makes stereotypes potentially discriminatory and a perceptual bias is the tendency to generalize from a group to a particular individual

collaborating

-high on both assertiveness and cooperation -a strategy to use for achieving the best outcome from conflict—both sides argue for their position, supporting it with facts and rationale while listening attentively to the other side. -objective is to find a win-win -They'll challenge points but not each other

Symtoms of Groupthink

-illusion of invulnerability: creates excessive optimism and encourages them to take extreme risks. -collection rationalization: members downplay negative information or warnings that might cause them to reconsider their assumptions -unquestioned belief in the group's inherent morality: may incline members to ignore ethical or moral consequences of their actions -stereotyped views of out groups: when groups discount rivals' abilities to make effective responses. -Direct pressure: is exerted on any members who express strong arguments against any of the group's stereotypes, illusions, or commitments -Self-censorship: occurs when members of the group minimize their own doubts and counterarguments -Illusions of unanimity: occur based on self-censorship and direct pressure on the group. The lack of dissent is viewed as unanimity. lack of disagreement means everyone knows things -emergence of self-appointed mindguards: happens when one or more members protect the group from information that runs counter to the group's assumptions and course of action

5 common negotiation errors

-letting ego get in ur way -having unrealistic expectations -failing to negotiate or accept first offer -getting overly emotional -letting past negative outcomes affect present ones

anchoring and adjustment bias

-making assessments by starting with, or anchoring onto, a familiar starting value and then adjusting it based on other elements of the decision problem to arrive at a final decision -tendency for individuals to rely too heavily on arbitrary numbers, irrelevant traits, or facts when making decisions

compromising

-middle-ground style -where individuals have some desire to express their own concerns and get their way but still respect the other person's goals

socialized power (positive)

-most often associated with effective leadership -an expressed need for power that is based on a desire to support the welfare of others, a group, society, or the common good -make ways that benefit others and the organization rather than only contributing to the leader's status and gain -believed that tasks are accomplished through power

Mcclelland's Work aka Acquired Needs Theory

-needs for achievement: want to be successful -needs for affiliation: want to be liked and accepted by others -needs for power: want to influence others and control their environment -chapter 5 in pink

escalation of commitment bias

-occurs when individuals continue on a failing course of action after information reveals this may be a poor path to follow. -why it occurs? decision makers do not want to admit that they were wrong AND Decision makers may incorrectly believe that spending more time and energy might somehow help them recover their losses

6 causes of conflict on organizational level

-org structure -limited resources -task independence -incompatible goals -personality differences -communication problems

social perception biases

-our perception of the environment are influenced by our values, emotions, feelings, and personalities, which in turn influence our actions -selective perception -first impressions

competition

-people exhibiting this style want to reach their goal or get their solution adopted regardless of what others say or how they feel -may lead to poor relationships with others if one is always seeking to maximize their own outcomes at the expense of others' well-being

personalized power (negative)

-power directed at helping oneself as a way of enhancing their own selfish ends may give the word power a bad name -these people are selfish, impulsive, uninhibited, and lacking in self-control

Cialdini's 6 Influence strategies

-reciprocity -consensus -consistency -scarcity -expertise and authority -liking

intuitive decisions

-refers to arriving at decisions without conscious reasoning -experts making decisions scan the environment for cues to recognize patterns, then act on prior experience -one choice considered at a time

6 bases of power

-reward -coercive -legitimate -referent -expert -information

self perception biases

-self enhancement bias -self effacement bias -false consensus error

principled negotiation

-separate people from the prob -focus on interests, not positions -invent options for mutual gain -insist on objective criteria -BATNA (best alternative to a negotiated agreement)

perception biases

-stereotypes -similar to me effect -attraction similar attrition (ASA) -self serving bias -fundamental attribution error -social identity theory

first impressions aka Primary effect bias

-the first thoughts and perceptions we form about people which tend to be stable and resilient to contrary info -People have a tendency to use irrelevant information such as baby-faceness, similarity to familiar faces, fitness, or youthfulness to arrive at impressions relating to the person's competence, warmth, or power

problem solve

-the individuals or groups in conflict are asked to focus on the problem, not on each other, and to uncover the root cause of the problem -approach recognizes the rarity of one side being completely right and the other being completely wrong

avoidance

-uncooperative and unassertive -people exhibiting this style deny the existence of the conflict -are prone to postponing any decisions in which conflict may arise

3 types of perception

1. visual 2. self 3. social

groupthink

A tendency to avoid a critical evaluation of ideas the group favors

attraction similar attrition (ASA)

A theory holding that: (1) individuals are attracted to organizations whose members are similar to themselves in terms of personality, values, interests, and other attributes; (2) organizations are more likely to select those who possess knowledge, skills, and abilities similar to the ones their existing members possess; and (3) over time, those who do not fit in well are more likely to leave. -reduces benefits of diversity and creates homogeneity

org structure

Conflict tends to take different forms, depending on the organizational structure. -For example, if a company uses a matrix structure as its organizational form, it will have decisional conflict built in, because the structure specifies that each manager report to two bosses.

create a common opposing force

Group conflict within an organization can be mitigated by focusing attention on a common enemy such as the competition

Communication

How we coordinate actions and achieve goals

Arc of distortion

Intention >>>>>> communication gap>>>>>>impact

personality differences

Personality differences among coworkers are common. -Type A individuals have been found to have more conflicts with their coworkers than Type B individuals

limited resources

Resources such as money, time, and equipment are often scarce so there's competition among people or departments for limited resources

Communication process

Sender originates message with a thought; sender encodes message, translating the ideas; the medium of this encoded message may be spoken words, written words, or signs; receiver is the person who receives the message; the receiver decodes the message by assigning meaning to the words

incompatible goals

Within an organization, incompatible goals often arise because of the different ways department managers are compensated.

influence

ability to get others to do what you want

reward power

ability to grant a reward such as inc in pay, a perk, an attractive job assignment) -Reward power tends to accompany legitimate power and is highest when the reward is scarce

power

ability to influence the behavior of others to get what you want

referent power

aka charisma -stems from the personal characteristics of the person such as the degree to which we like, respect, and want to be like them

noise

anything that interferes with or distorts the message being transformed

active listening

being non evaluative, paraphrasing, reflecting implications, reflecting underlying feelings, inviting further contributions, using nonverbal response

which is the best style?

collaboration style proves to be most effective

expert power

comes from knowledge and skill -Many of these firms utilize a flat or matrix structure in which clear lines of legitimate power become blurred as everyone communicates with everyone else regardless of position.

interpersonal conflict

conflict among 2 or more individuals (among coworkers, managers, employee, ceo) -important source of stress -key factor may be competition -can arise due to personality or value differences

intrapersonal conflict

conflict that arises within a person -diff in roles -role conflict -role ambiguity

social identity theory

describes how individuals obtain some sense of identity from the groups that they perceive that they belong to. -By classifying themselves as a group member, they perceive themselves as having distinct characteristics, which are similar to others in the group, yet distinct from individuals in other groups.

information power

distinguished by access to specific information

2 different negotiation strategies

distributive and integrative approach

change the composition of the team

easiest solution may be to change the composition of the team, separating the personalities that were at odds

barriers to effective communication

filtering, selective perception, information overload and illusion of multitasking, multitasking, emotional disconnects, lack of source familiarity or credibility, work place gossip aka grapevine, semantics, poor listening

healthy disagreements?

focus on task not the personalities

creativity

generation of new, imaginative ideas that are original, fluent, and flexible

visual perception biases

goes beyond the info physically present

self enhancement bias

in which individuals hold the tendency to overestimate their performance and capabilities and see themselves in a more positive light than others see us

false consensus error

individuals overestimate how similar they are to other people. -when individuals assume that whatever quirks they have are shared by a larger number of people than in reality -when people believe that a behavior is common and normal, they may repeat the behavior more freely

6 diff types and levels of conflict

intrapersonal, interpersonal, intragroup, intergroup, horizontal conflict, vertical conflict

is conflict bad?

moderate amount of conflict

integrative approach

newer and creative approach -when both parties look for ways to integrate their goals under an umbrella aka look for ways to expand the pie -enter negotiation under cooperative stance, listen, explore ways to reach individual goal

similar to me effect

perceive others who are similar to ourselves more positively than we perceive people who are different

legitimate power

power that comes from one's organizational role or position -Others comply with the requests these individuals make because they accept the legitimacy of the position, whether they like or agree with the request or not -Start-up organizations often have founders who use their legitimate power to influence individuals to work long hours week after week in order to help the company survive.

availability bias

refers to a situation in which information that is more readily available is seen as more likely to occur.

satisfice

refers to accepting the 1st alternative that meets your minimum criteria

bounded rationality model and satisficing

states that individuals knowingly limit their options to a manageable set and choose the 1st acceptable alternative

medium reflecting richness in communication

table in notes

self serving bias

tendency to attribute our failures to the situation while attributing our successes to internal causes

self effacement bias

tendency to underestimate performance and capabilities and see events in a way that puts oneself in a more negative light -Individuals with low self-esteem are more prone

fundamental attribution error

tendency to underestimate the situation and overestimate personal factors about others' behavior, especially undesirable ones -when positive outcomes are seen as a function of personal characteristics while negative outcomes are attributed to external circumstances -In a classroom setting, a student who received a good grade in a class might be tempted to attribute this outcome to their own intelligence or exceptional work ethic. On the other hand, poor-performing students might blame course testing procedures or quality of education provided by the instructor.In a classroom setting, a student who received a good grade in a class might be tempted to attribute this outcome to their own intelligence or exceptional work ethic. On the other hand, poor-performing students might blame course testing procedures or quality of education provided by the instructor.

perception

the process with which individuals detect and interpret environmental stimuli

distributive approach

traditional fixed pie approach in which negotiators see the situation as a pie that they have to divide between them. each tries to get more pie and win

selective perception

we pay selective attention to parts of the environment while ignoring other parts -we see what we want to see and ignore information that may seem out of place

task independence

when accomplishment of your goal requires reliance on others to perform their tasks