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Industrial Organization > L5: Group Conflict > Flashcards

L5: Group Conflict Flashcards

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1
Q

Psychological and behavioral reaction to a
perception that another person is keeping you from reaching a goal; serious disagreement or argument

A

CONFLICT

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2
Q

Keeps people from working together, lessens productivity, spreads to other areas, and
increases turnover.

A

DYSFUNCTIONAL CONFLICT

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3
Q

Moderate levels of conflict, can stimulate new ideas, friendly competition, and increase team effectiveness; productive disagreements, where the end goal is improvement within the team.

Conflict that results in increased performance or better interpersonal relations.

A

FUNCTIONAL CONFLICT

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4
Q

FIVE DYSFUNCTIONS OF A TEAM (PATRICK LENCIONI)

A

5 - INATTENTION TO RESULTS
4 - AVOIDANCE OF ACCOUNTABILITY
3 - LACK OF COMMITMENT
2 - FEAR OF CONFLICT
1 - ABSENCE OF TRUST

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5
Q

3 TYPES OF CONFLICT

A

INTERPERSONAL CONFLICT
INDIVIDUAL-GROUP CONFLICT
GROUP-GROUP CONFLICT

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6
Q

Conflict between 2 individuals.

A

INTERPERSONAL CONFLICT

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7
Q

6 TYPES OF INTERPERSONAL CONFLICT

A

PSEUDO CONFLICT
FACT CONFLICT
VALUE CONFLICT
POLICY CONFLICT
EGO CONFLICT
META CONFLICT

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8
Q

Difference of opinion or a misunderstanding.

A

PSEUDO CONFLICT

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9
Q

Disagreement on the facts about something.

A

FACT CONFLICT

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10
Q

People have very different values about something.

A

VALUE CONFLICT

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11
Q

People disagree on what type of policy, rule or procedure is best when addressing a certain problem.

A

POLICY CONFLICT

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12
Q

Disagreement gets personal and ego are involved.

A

EGO CONFLICT

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12
Q

People argue about arguing.

A

META CONFLICT

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13
Q

Conflict between an individual and the other members of a a group

Occur when the individual’s needs are different from the groups needs, goals, and norms.

A

Individual-group conflict

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14
Q

Conflict between 2 or more

A

Group conflict

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15
Q

6 causes of conflict

A

Competition for Resources
Task Interdependence
Jurisdictional Ambiguity
Communication Barriers
Beliefs
Personalities

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16
Q

Occurs when the demand for resources is greater than the resources available.

when a group of employees have access to such resources while others do not

A

Competition for Resources

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17
Q

Arises when the completion of a task by one
person affects the completion of a task by
another person; Occurs when two groups who rely on each other have conflicting goals.

Group members depend on the performance of other group members

A

Task Interdependence

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18
Q

Causes conflict when geographical boundaries or lines of authority are unclear.

Geographical boundaries or lines of authority are unclear

A

Jurisdictional Ambiguity

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19
Q

Conflict arises simply out of a small, unintentional communication problem,
such as lost emails or dealing with people who don’t return phone calls.

A

Communication Barriers

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20
Q

Separate locations on different floors or in
different buildings

A

Physical

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21
Q

Different languages or different customs

A

Cultural

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22
Q

Different styles or personalities

A

Psychological

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23
Q

Most likely to occur when individuals or groups believe that they:

  • are superior to people or groups; other
  • have been mistreated by others;
  • are vulnerable to others and are in harm’s way;
  • cannot trust others; and/or
  • are helpless or powerless.
A

Beliefs

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24
Conflict is often the result of people with incompatible personalities who must work together.
Personalities
25
3 types of NEANDERTHALS AT WORK
Rebels Believers Competitors
26
Creative innovators , they always avoid the 3 P's: paperwork, politics, and people
Rebels
27
They work hard, follow the rules, and never get promoted
Believers
28
To the, if you’re not a winner, you’re a loser; could never be less than one
Competitors
29
4 classification of difficult people
High needs for control High Needs for Perfection High Needs for Approval Approval or Attention Form
30
High needs for control (3)
Tank Sniper Know-it-all
31
High Needs for Perfection (3)
Whiner No Person Nothing Person
32
High Needs for Approval (2)
Yes Person Maybe Person
33
Approval or Attention Form (3)
Grenade Friendly Sniper Think they know-it-all
34
Gets things done done quickly by giving orders, being pushy, yelling, and at times being too aggresive.
Tank
35
Controls people by using sarcasm, embarrassment, and humiliation.
Sniper
36
Controls conversations by dominating conversations, not listening to others' ideas, and rejecting arguments that counter their position
Know-it-all
37
Constantly complains about the situation but never tries to change it
Whiner
38
Believes that nothing will ever work and thus disagrees with every suggestion or idea.
No Person
39
Responds to difficult situations by doing and saying nothing; simply gives up or retreats
Nothing Person
40
Agrees to everything, and as a result, often agrees to do so much that she cannot keep her commitments
Yes Person
41
Avoids conflicts by never taking a stand on any issue; delays making decisions, seldom offers opinions, seldom commits to any course of actions
Maybe Person
42
When they don't feel appreciated, they yell, swear, rant, and raves.
Grenade
43
Gets attentions by poking fun at others; aims to get attention rather than control
Friendly Sniper
44
Exaggerates, lies, and gives unwanted advice to gain attention
Think they know-it-all
45
5 CONFLICT STYLES
AVOIDING STYLE ACCOMMODATING STYLE FORCING STYLE COLLABORATING STYLE COMPROMISING STYLE
46
Ignore conflict and hope it will resolve itself.
AVOIDING STYLE
47
A person neither pursues their own concerns nor those of their opponent. Avoiding the source of conflict, quitting, talking behind the other person’s back, and forming alliances with others.
Withdrawal
48
Occurs when an employee discusses the conflict with a third party.
Triangling
49
A person is so intent on settling a conflict that he gives in and risks hurting himself. Set aside their own needs because they want to please others in order to keep the peace
ACCOMMODATING STYLE
50
Also known as competing; pushing one viewpoint at the expense of another or maintaining firm resistance to another person’s actions. When an individual firmly pursues his or her own concerns despite resistance from the other person.
FORCING STYLE
51
Handles conflict in a win-lose fashion and does what it takes to win, with little regard for the other person
WINNING AT ALL COST
52
Wants to win but also wants the other person to win as well Generates creative solutions that satisfy all the parties’ concerns and needs.
COLLABORATING STYLE
53
Adopts give-and take tactics that enable each side to get some of what is needed.
COMPROMISING STYLE
54
Minimum level of performance or outcome that an individual is willing to accept in a given situation.
LEAST ACCEPTABLE RESULT (LAR)
55
“The top end of the Settlement Range”
MAXIMUM SUPPORTABLE POSITION (MSP)
56
An organization should have formal policy and employees should receive training on preventing and resolving conflict.
PRIOR TO CONFLICT
57
The two parties should be encouraged to resolve their conflict on their own. Two parties should be encouraged to use the conflict resolution skills they learned in training to resolve the conflict on their own.
WHEN CONFLICT FIRST OCCURS
58
When they can’t agree to resolve the conflict A situation when two parties do not agree
Dispute
59
A method of resolving conflict in which two sides get together to discuss a problem and arrive at a solution.
Cooperative problem solving
60
If conflict cannot be resolved by the parties involved, it is often a good idea to seek help
THIRD PARTY INTERVENTION
61
Neutral third party is asked to help both parties reach an agreeable solution to the conflict
Mediation
62
Neutral third party listens to both sides and makes a decision Neutral third party is asked to choose which side is correct.
Arbitration

Industrial Organization (10 decks)

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