Chapter 10

Question 1

Conflict

Answer 1

Occurs when parties disagree over substantive issues or when emotional antagonisms create friction between them

Question 2

Substantive conflict

Answer 2

involves fundamental disagreement over ends or goals to be pursued and the means for their accomplishment

Question 3

Emotional conflict

Answer 3

involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like

Question 4

Interpersonal conflicts

Answer 4

occurs between two or more individuals in opposition to each other

Question 5

Intrapersonal conflict

Answer 5

Occurs within the individual because of actual or perceived pressures from incompatible goal or expectations

Question 6

Intergroup conflicts

Answer 6

Occurs among groups in an organization

Question 7

Interorganizational conflict

Answer 7

occurs in between organizations

Question 8

Functional conflict

Answer 8

results in positive benefits to the group

Question 9

Dysfunctional conflict

Answer 9

works to the group’s or organization’s disadvantage

Question 10

Conflict resolution

Answer 10

occurs when the reasons for a conflict are eliminated

Question 11

4 stages of conflict

Answer 11

Antecedent conditions: Set the conditions for conflict
Perceived conflict: Substantive or emotional differences are sensed
Felt conflict: Tension creates motivation to act
Manifest conflict: Addressed by conflict resolution or suppression

Question 12

Common causes of conflicts in organizations

Answer 12

Unresolved prior conflicts, Role ambiguities, Resource scarcities, Task interdependencies, Domain ambiguities, Structural differentiation

Question 13

5 direct conflict management strategies - Accommodation or smoothing

Answer 13

Letting the other’s wishes rules. Smoothing over differences to maintain superficial harmony

Question 14

5 direct conflict management strategies - Collaboration and problem solving

Answer 14

Seeking true satisfaction of everyone’s concerns by working through differences, finding and solving problems so everyone gains as a result.

Question 15

5 direct conflict management strategies - Avoidance

Answer 15

Downplaying disagreement; failing to participate in the situation and/ or staying neutral at all costs

Question 16

5 direct conflict management strategies - Competition and authoritative command

Answer 16

Working against the wishes of the other party, fighting to dominate in win-lose competition, and/or forcing things to a favorable conclusion through the exercise of authority.

Question 17

5 direct conflict management strategies - Compromise

Answer 17

Working toward partial satisfaction of everyone’s concerns; seeking “acceptable” rather than “optimal” solutions so that no one totally wins or loses.

Question 18

Cooperative conflict management startegies:

Answer 18

“Accommodation or smoothing” and “Collaboration and problem solving”

Question 19

Uncooperative conflict management startegies:

Answer 19

“Avoidance” and “Competition and authoritative command”

Question 20

Negotiation

Answer 20

Process of making joint decisions when the parties involved have different preferences

Question 21

Effective negotiation

Answer 21

occurs when substance issues are resolved and working relationships are maintained or improved

Question 22

2 criteria for effective negotiation

Answer 22

Quality of outcomes: the negotiation results in a “quality” agreement that is wise and satisfactory to both sides
Harmony in relationships: The negotiation is “harmonious” and fosters rather than inhibits personal interrelations

Question 23

Distributive negotiation

Answer 23

focuses on positions staked out or declared by the parties involved, each of whom is trying to claim a certain portions of the available pie

Question 24

Integrative negotiation

Answer 24

focuses on the merits of the issues, and the parties involved try to enlarge the available pie rather stake claims to certain portions of it

Question 25

The Bargaining zone

Answer 25

range between one party's minimum reservation point and the other party's maximum

Question 26

To gain integrative agreements

Answer 26

Separate people from the problem Don't allow emotional considerations to affect the negotiation Focus on interests rather than positions Avoid premature judgments Keep the identification of alternatives separate from their evaluation Judge possible agreements by set criteria or standards

Question 27

Arbitration

Answer 27

Neutral Third-party acts as judge with the power to issue a decision binding for all parties

Question 28

Mediation

Answer 28

Neutral third party tries to engage the parties in a negotiated solution through persuasion and rational argument

Question 29

INdirect conflict mgmt strategies

Answer 29

Reduced interdependence, appeals to common goals, hierarchical referral, and alterations in the use of mythology and scripts to deal with the conflict situation

Question 30

Managed interdependence

Answer 30

Adjust interdependence between parties to solve conflict. Decoupling - reduce the required contact between conflicting parties Buffering - build an inventory, or buffer, between the teams so that any output slowdown or excess is absorbed by the inventory and does not directly pressure the target group

Question 31

Win-Win Strategies

Answer 31

Collaboration and problem solving

Question 32

Win-Lose Strategies

Answer 32

Authoritative command - one party achieves a victory through force, superior skill, or domination.

Question 33

Lose-Lose Strategies

Answer 33

Avoidance, Accommodation (or smoothing), Compromise

Question 34

3criteria for effective negotiation

Answer 34

Harmony, efficiency, Quality