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Industrial Organization > L5: Group Conflict > Flashcards

L5: Group Conflict Flashcards

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
Q

Conflict is often the result of people with incompatible personalities who must work together.

A

Personalities

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25
Q

3 types of NEANDERTHALS AT WORK

A

Rebels
Believers
Competitors

26
Q

Creative innovators , they always avoid the 3 P’s: paperwork, politics, and people

A

Rebels

27
Q

They work hard, follow the rules, and never get promoted

A

Believers

28
Q

To the, if you’re not a winner, you’re a loser; could never be less than one

A

Competitors

29
Q

4 classification of difficult people

A

High needs for control
High Needs for Perfection
High Needs for Approval
Approval or Attention Form

30
Q

High needs for control (3)

A

Tank
Sniper
Know-it-all

31
Q

High Needs for Perfection (3)

A

Whiner
No Person
Nothing Person

32
Q

High Needs for Approval (2)

A

Yes Person
Maybe Person

33
Q

Approval or Attention Form (3)

A

Grenade
Friendly Sniper
Think they know-it-all

34
Q

Gets things done done quickly by giving orders, being pushy, yelling, and at times being too aggresive.

A

Tank

35
Q

Controls people by using sarcasm, embarrassment, and humiliation.

A

Sniper

36
Q

Controls conversations by dominating conversations, not listening to others’ ideas, and rejecting arguments that counter their position

A

Know-it-all

37
Q

Constantly complains about the situation but never tries to change it

A

Whiner

38
Q

Believes that nothing will ever work and thus disagrees with every suggestion or idea.

A

No Person

39
Q

Responds to difficult situations by doing and saying nothing; simply gives up or retreats

A

Nothing Person

40
Q

Agrees to everything, and as a result, often agrees to do so much that she cannot keep her commitments

A

Yes Person

41
Q

Avoids conflicts by never taking a stand on any issue; delays making decisions, seldom offers opinions, seldom commits to any course of actions

A

Maybe Person

42
Q

When they don’t feel appreciated, they yell, swear, rant, and raves.

A

Grenade

43
Q

Gets attentions by poking fun at others; aims to get attention rather than control

A

Friendly Sniper

44
Q

Exaggerates, lies, and gives unwanted advice to gain attention

A

Think they know-it-all

45
Q

5 CONFLICT STYLES

A

AVOIDING STYLE
ACCOMMODATING STYLE
FORCING STYLE
COLLABORATING STYLE
COMPROMISING STYLE

46
Q

Ignore conflict and hope it will resolve itself.

A

AVOIDING STYLE

47
Q

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.

A

Withdrawal

48
Q

Occurs when an employee discusses the conflict with a third party.

A

Triangling

49
Q

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

A

ACCOMMODATING
STYLE

50
Q

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.

A

FORCING STYLE

51
Q

Handles conflict in a win-lose fashion
and does what it takes to win, with little regard for the other person

A

WINNING AT ALL COST

52
Q

Wants to win but also wants the other person to win as well

Generates creative solutions that satisfy all the parties’ concerns and needs.

A

COLLABORATING STYLE

53
Q

Adopts give-and take tactics that enable each side to get some of what is needed.

A

COMPROMISING STYLE

54
Q

Minimum level of performance or outcome that an individual is willing to accept in a given situation.

A

LEAST ACCEPTABLE RESULT (LAR)

55
Q

“The top end of the Settlement Range”

A

MAXIMUM SUPPORTABLE POSITION (MSP)

56
Q

An organization should have formal policy
and employees should receive training on
preventing and resolving conflict.

A

PRIOR TO CONFLICT

57
Q

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.

A

WHEN CONFLICT FIRST OCCURS

58
Q

When they can’t agree to resolve the conflict

A situation when two parties do not agree

A

Dispute

59
Q

A method of resolving conflict in which two sides get together to discuss a problem and arrive at a solution.

A

Cooperative problem solving

60
Q

If conflict cannot be resolved by the parties involved, it is often a good idea to seek help

A

THIRD PARTY INTERVENTION

61
Q

Neutral third party is asked to help both parties reach an agreeable solution to the conflict

A

Mediation

62
Q

Neutral third party listens to both sides and makes a decision

Neutral third party is asked to choose which side is correct.

A

Arbitration

Industrial Organization (10 decks)

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