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Organizational Behaviour 1BA3 > Conflict and Stress - 11 > Flashcards

Conflict and Stress - 11 Flashcards

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1
Q

What is

Conflict

A

A process that occurs when 1 person, group or orgnizational subunit frustrates the goal attainment of another

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2
Q

What are the Levels of

Conflict

A

Intrapersonal
Interpersonal
Intragroup
Intergroup

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3
Q

What is

Intrapersonal

A

Conflict within self
(most common symptom is stress)

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4
Q

What is

Interpersonal

A

Conflict between 2 people

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5
Q

What is

Intragroup

A

Conflict within groups

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6
Q

What is

Intergroup

A

Conflict between 2 teams
(2 organizations, units, departments)

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7
Q

How does a traditional boss view conflict?

A
  • Negative, dysfunctional, detrimental; think it affects wellbeing physio, psycho, behaviourally
  • Thinks conflict is distracting; think you won’t be able to focus on your job
  • Believes absense of conflict is best so “they get rid of it”
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8
Q

How does a Contemporary boss view conflict?

A
  • Benefits of conflict are recognized; its a catalyst for change, squashes status quo, increases ppl’s creativity
  • Realization that suppressing conflict can lead to further negative consequences
    -Conflict is seen as invevitable rather than avoidable
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9
Q

What is Conflict Stimulation

A

Same as a positive disruptor
Strategy of deliberately increasing conflict to motivate change
Healthy opposition

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10
Q

What are the 5 common causes of organizational conflict?

A

Group identification and intergroup bias
Interdependence
Differences in power, status and culture
Ambiguity
Scarce resources

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11
Q

Why does Group identification and intergroup bias cause conflict?

A

Group has been taught that they are right & other group is wrong; causes trouble due to superiority position

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12
Q

Why does Interdependence cause conflict?

A

When there is sequential or reciprocal interdependence then there is conflict

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13
Q

Why does Differences in power, status and culture cause conflict?

A

Someone is using their title or power/credentials/place in hierarchy to hurt people

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14
Q

Why does ambiguity cause conflict?

A

There is confusion over things such as performance criteria, etc

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15
Q

Why does scarce resources cause conflict?

A

When there is competition for resources, then there is conflict

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16
Q

What are the types of conflict?

A

Relationship conflict (Who)
Task Conflict (What)
Process Conflict (How)

What & How are easy to fix (tel them, communicate better)
Who is harder (Dissension bc of personal values, personalities, etc)

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17
Q

What is Relationship conflict?

A

Interpersonal tensions among individuals that have to do w their relationship per se, not the task at hand

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18
Q

What is Task Conflict

A

Disagreements act the nature of work to be done

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19
Q

What is Process conflict

A

Disagreements act how work should be organized and accomplished

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20
Q

What changes happen intergroup when there is conflict between 2 groups

A

Loyalty to group more important
Increased concern for task accomplishment
Autocratic leadership
Group structure more rigid
Group cohesiveness increases

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21
Q

What changes happen in relations between groups when there is conflict

A

Info concealed
Interaction/communication decreases
Win-lose orientation rather than problem-solving
Increased hostility toward rival group

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22
Q

What are the 5 approaches to managing conflict?

A

Competing
Collaborating
Compromise
Avoiding
Accommodating

Heavily used for interpersonal

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23
Q

What is the Competing Approach

A

Conflict management style that maximizes assertivness & minimizes cooperation

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24
Q

When is Competing approach used to manage conflict

A
  1. When you have a lot of power
    When “i know im right, i know the facts”
  2. When the situation is truly win/lose
  3. Compete when u won’t see/interact with the person again
  4. Emergency situations

  1. Why would you say that? “Bc I can”
  2. Teal disagrees bc “karma is a bitch”
  3. Lifeguard when someone is drowing
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25
What is the Avoiding Approach
Conflict management style characterized by low assertiveness for my interests & low cooperation ## Footnote Puts their head in the sand
26
When is Avoiding approach used to manage conflict
1. As a short term stress reduction method 2. When the issue is trivial 3. When you are lacking info 4. Observe a need for calm down situations ## Footnote 1. I just need a break 2. Projection 3. Need to do more research to be educated on the conflict 4. Both parties need to cool down bc things are hostile
27
What is the Collaborating Approach
Conflict management style that maximizes both assertiveness and cooperation ## Footnote Win/Win Perfect approach
28
When is Collaborating approach used to manage conflict
1. You start with it 2. When you have lots of time ## Footnote 1. (start w it in a conflict resolution situation, when situation is not intense) 2. (bounded rationally, dont always have time)
29
What is the Compromise Approach
A conflict management style that combines intermediate levels of assertiveness and cooperation ## Footnote Realistic
30
When is Compromise approach used to manage conflict
1. When collaborating fails 2. There are scace resources ## Footnote 1. "Aim for full satisfaction but end up satisficing"; Back up for collaboration
31
What is the Accommodating Approach
Confict management style where a person fully cooperates & doesn't assert their own interests
32
When is Accommodating approach used to manage conflict
1. You are worng 2. When the issue is more important to the other guy 3. Build good will ## Footnote 1. Unhealthy ego ppl struggle with this
33
How to Manage Conflict
Find just right level of positive stress Emphasize common goals Reduce differentiation Improve communication and understanding Clarify rules and procedures
34
What is negotiation
It's a tactic where we help 2 parties come to a conflict resultion
35
Distributive Negotiation
Like compromise, "fixed pre" Win-lose negotiation (fixed amounts) My gain = Your loss
36
Integrative Negotiation
Like collaboration We may start integrated but more often than not we will end on distributive Win-win negotiation Mutual problem solving
37
Third party involvement with Negotiation
When an independen and highly trained third party is called to help resolve disput Mediation (help facilitate negotiated agreement) Arbitration (authority to dictate terms of settlement)
38
Types of Arbitration
Conventional (choose any outcome) Final Offer (each party makes a final offer, pick best one) Conciliation (gov official goes in to create a deal between 2 parties)
39
What are stressors
Factors that create demands on the individual
40
What is stress
Experience and perception of demands from the environment
41
What are strain/stress reactions
Outcomes of stress involve immediate physical, psycholgoical and behavioral responses
42
What are all the organizational or non work stressors we will al encounter?
Organizational Stressors : - Work overload - Heavy responsibility - Poor job design - Role conflict; role ambiguity; role boundary management - Interpersonal conflict - Psycholgoical environment stressors - Physical environment stressors - Techno-stress Non-work stressors: - Time conflict - Strain conflict
43
What are examples of psycholgical reactions ## Footnote Outcomes
Rationalization, projection, anxiety, helplessness, etc
44
What are examples of Physiological reactions ## Footnote Outcomes
High blood pressure, sweatiness, heart palpitations, dizziness, more cortisone, etc
45
What are examples of Behavioural reactions
Attempts to cope (e.g. shopping, exercise, drug/alcohol use, etc)
46
What are the 3 categories of visible burnout outcomes?
1. Emotional Exhaustion 2. Cynicism/ Depersonalization 3. Reduced Processional Accomplishment
47
What do ppl with emotional exhaustion have ## Footnote Burnout
- Lack of energy, difficulty emoting - Compassion fatigue : no longer able to emphasize
48
What do ppl with Cynicism / depersonalization show ## Footnote Burnout
- Indifferent attitude to work - Treating individuals as objects / callousness - Strict adherence to rules and regulations
49
What do ppl with Reduced professional accomplishment show ## Footnote Burnout
- Lower self-efficacy - No longer see value of extra effort
50
What is G.A.S short for?
General Adaptation Syndrome
51
Stages of G.A.S
1. Change, all stress/burnout originally starts with change 2. Resistance, it's normal for the human to resist something that is a change 3. Balance/Imbalance 4. Burnout ## Footnote 1. It is normal 2. "I dont want it" supposed to resist 3. If u are able to move from resistance to balance then you will not go into burnout; Perceptual stage of imablance, not taking care of the problem 4. If you don't solve imbalance then it leads to burnout and the burnout outcomes
52
What are the after burnout outcomes?
Organs shut down Death through suicide
53
What are the 4 concerns of burnout that drives companies to spend $ on this
1. Job dissatisfaction 2. Occupational injuries and illnesses 3. Decision-making, cognitive abilities, task performance 4. Absenteeism, turnover
54
What is Distress
D Negative Stress Leads to health issues
55
What is Normal Stress
N Neutral Stress
56
What is Eustress
E Positive stress Motivating
57
What are the 3 coaching questions to figure out how to help someone & where to send them
1. How often does this imbalance occur? 2. How severe or great is the imbalance? 3. How long does the imbalance last?
58
How does personality affect stress
It can affect both the extent to which potential stressors are perceived as stressful and the types of stress reactions that occur
59
What's the personality of a Type A person
Can't relax, constantly busy, etc They feel a greater stress than Type B These ppl have to control ppl and things
60
What's the personality of Type B?
Easy-going, patient, relaxed
61
How does people with negative affectivity deal with stress
They have a worse time with stress They view the world, including oneself and other ppl in a negative light
62
How does people with positive affectivity deal with stress
They view world in a positive light They are optimistic, always smiling, etc
63
How can a boss reduce or help you cope with stress
Job Redesign Social Support Human resource policies Stress Management programs Work life balance programs

Organizational Behaviour 1BA3 (7 decks)

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