COMM 3720 Final Chapter 11
The collaborating style of conflict management tends to provoke relationship conflict in groups, while the power-forcing style does not.
FALSE
The hard bargainer negotiation strategy is characterized by the bargainer acting tough on interests but easy on positions
FALSE
Avoiding/withdrawing may be a useful conflict style in some instances
TRUE
Destructive conflict is characterized by dominating, escalating, retaliating, competing, defensive, and inflexible communication patterns.
TRUE
Confrontation should be used
as a style of first, not last resort
"We apologize for our previous comments that characterized your leader as dishonest" is an example of
smoothing
Your group brainstorms several ways to raise additional funds for a campus project beyond what is offered by the college administration. This is an example of which integrative problem solving technique?
Expanding the pie
Bridging and expanding the pie are forms of compromise.
FALSE
Which of the following is a basic element of principled negotiation?
a. Separating the people from the problem c. Generating a variety of options d. Using objective standards to weigh merits and demerits of a proposal
A BATNA is
b. Best Alternative to a Negotiated Agreement c. a fall-back position when negotiations fail to produce an agreement
The most appropriate situation to use accommodating (yielding) as a conflict management strategy is when issues are a minor concern to you but major concern to other parties.
TRUE
Constructive conflict differs from destructive conflict because constructive conflict
b. is characterized by supportive communication patterns c. seeking a solution to a disagreement that benefits all parties
Accommodating (yielding) is a conflict management style that should be avoided because it is really appeasement and won't produce favorable results for groups.
FALSE
Agreeing to give up some of what the group desires is called an integrative solution to a conflict of interest
FALSE
All conflicts of interest and disagreements should be confronted in order to resolve the conflict.
FALSE
Avoiding is always an ineffective conflict management style because it ignores the conflict instead of confronting it directly.
FALSE
Blowing off steam is an effective method for managing one's anger because it vents the anger and keeps it from building to an explosive level.
FALSE
Compromising should be the primary goal of those who begin with strong disagreements.
FALSE
Conflict is always a destructive force in groups.
FALSE
Conflicts about routine tasks often have a positive effect on group performance, while conflicts about non-routine tasks often have a negative effect.
FALSE
Hard bargaining is a competitive negotiating strategy. Thus, it should never be used if you hope to achieve constructive outcomes in a conflict
FALSE
In general, compromise is the least effective conflict management style
FALSE
Interest-based bargaining attempts to argue interests of all parties first to clarify where everyone stands on issues of conflict
FALSE
Power-forcing style of conflict management should never be used to manage a conflict.
FALSE
Principled negotiation is a form of positional bargaining.
FALSE
Since conflict can be an essential catalyst for growth in a system, increasing conflict may be required to evoke change
TRUE
Constructive and destructive anger can be distinguished from each other by which of the following variables?
c. Duration of the anger d. Intensity of the anger
Constructive conflict in groups means that
conflicting parties work to de-escalate the conflict
Someone using the competing, power-forcing style of conflict management shows
high concern for task but low concern for relationships in groups
The power-forcing style of conflict management
places primary emphasis on the task dimension and little focus on the social dimension of groups
Individualist and collectivist cultures differ in their preferred approach to conflict management in which of the following ways?
Collectivist cultures favor avoiding; individualist cultures favor power-forcing style
A position is different from an interest in negotiation in which of the following ways?
Positions are the concrete things we want, interests answer the question why we want what we want
The collaborating style of conflict management includes
a. confrontation b. integration c. smoothing d. (all of the above)
Which of the following is a key component of the collaborative style of conflict management?
a. confrontation d. integration
"You have consistently lied to us and distorted the facts during these negotiations" is an example of
a. confrontation method of conflict management b. integrative method of conflict management c. constructive conflict d. (none of the above)
Conflict
a. is an expressed struggle b. is between interconnected parties c. involves perceived incompatible goals d. involves interference in attaining desired goals from parties in disagreement
"We don't want to deal with this issue" is an example of _______ style of conflict management?
avoiding
Which of the following negotiation strategies is characterized by initially competing or acting tough, then cooperating and relaxing demands?
reformed sinner
Competing (power-forcing) style of conflict management in groups
should be the style of last resort except perhaps in emergency situations
You have had a heated disagreement with members of your study group. Emotions are raw, and feelings have been hurt. You approach your group after a brief silence: "I'm sorry I attacked you like that. I got angry and said things I didn't mean." This is an example of the collaborating tactic called
smoothing
