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SNCOA - OMM > OMM - 03. Organizational Conflict > Flashcards

OMM - 03. Organizational Conflict Flashcards

1
Q

The process that results when one person (or group) perceives that another person or group is frustrating, or about to frustrate, an important concern.

A

Conflict

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2
Q

Involves incompatible differences between parties that result in interference or opposition.

A

Conflict

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3
Q

Organizational conflict usually results from the combination of three factors:

A
  • Communication Factors
  • Structural Factors
  • Behavior Factors
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4
Q

Incorrect, distorted, or ambiguous information can cause a disconnect or misunderstanding resulting in conflict.

A

Communication Factors

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5
Q

Large organizations will tend to have more conflict because there are more people with differing values and opinions.

A

Structural Factors

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6
Q

The more layers of people a message has to travel through to get to the lowest member, the greater the chances are the message will become corrupt.

A

Structural Factors

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7
Q

The more people who have decision-making authority in your organization, the greater the conflict.

A

Structural Factors

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8
Q

Issues such as low or high self-esteem, differing values, and personal power bases can increase conflict.

A

Behavior Factors

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9
Q

Ways people tend to view conflict:

A
  • Win-Lose
  • Withdraw
  • Problem Solver
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10
Q

View where a person who is out to win no matter what.

A

Win-Lose

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11
Q

View where a person is the one who avoids conflict like the kid who says, “I’m going to take my ball and go home!”

A

Withdraw

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12
Q

View where a person is the one who wants to get everyone together to talk things out and make peace.

A

Problem Solver

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13
Q

A person typically chooses _____ of the conflict outcomes based on many factors relating to the conflict and their perceptions.

A

One

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14
Q

Three Considerations of Conflict Management

A
  • Who
  • Stakes
  • Situation
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15
Q

The people involved in the conflict.

A

Who

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16
Q

This refers to how important the issue is.

A

Stakes

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17
Q

Trivial matters can sometimes be _____.

A

Left-alone

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18
Q

Many times, the _____ will help us decide which conflict management technique to use.

A

Situation

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19
Q

Research shows there’s an optimum level of _____ for superior performance.

A

Conflict

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20
Q

Too _____ conflict and everyone is complacent, too _____ and you have chaos.

A

Little, Much

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21
Q

_____ can be used to overcome stagnation and complacency or defeat chaos.

A

Conflict

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22
Q

Conflict is both _____ and _____.

A

Constructive, Destructive

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23
Q

Conflict Management Styles

A
  • Forcing
  • Collaborating
  • Compromising
  • Avoiding
  • Accomodating
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24
Q

Considered an “I win, you lose” technique

A

Forcing

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25
Q

Assertiveness is high and cooperation is low. This conflict management style tends to be used when the stakes are high.

A

Forcing

26
Q

This technique is best used in emergencies or for unpopular actions. It can also be used when you’re right and the situation is vital.

A

Forcing

27
Q

Sometimes you may need to use this technique against people who will take advantage of non-competitive behavior.

A

Forcing

28
Q

Pros of Forcing

A
  • Takes very little time

- Puts a stop to conflict

29
Q

Con of Forcing

A
  • May cause resentment
30
Q

Considered an “I win, you win” technique

A

Collaborating

31
Q

Assertiveness is high, stakes are high, and cooperation is high.

A

Collaborating

32
Q

When using _____, you are being assertive because you’re taking charge of the situation and getting people together to talk.

A

Collaboration

33
Q

_____ can take time, so the issue must be important enough to devote the time and energy.

A

Collaboration

34
Q

This technique is best used when the issue is too important to compromise. It is also a time to learn and merge insights. Also builds commitment through consensus.

A

Collaboration

35
Q

Pros of Collaborating

A
  • Excellent way to build your people as a team

- Solutions tend to be better

36
Q

Con of Collaborating

A
  • Can take a lot of time
37
Q

Considered an “I win, you win; I lose, you lose” technique

A

Compromising

38
Q

Assertiveness, stakes, and cooperation are moderate.

A

Compromising

39
Q

When you _____, you’re willing to listen and give up a little something in return for something.

A

Compromise

40
Q

This technique is best used when opponents are equal in power.

A

Compromising

41
Q

A good fall-back position when forcing or collaboration do not work. It can also be used as a temporary solution.

A

Compromising

42
Q

Pros of Compromising

A
  • Easier and not as time-consuming as collaboration

- Still helps to build teamwork

43
Q

Con of Compromising

A
  • Both parties must be willing to give up something
44
Q

Considered to be a “Not that important of an issue” technique.

A

Avoiding

45
Q

Assertiveness is low and cooperation is low.

A

Avoiding

46
Q

This is used when the stakes are low (not an important issue).

A

Avoiding

47
Q

This technique can be used on trivial issues or when there is no chance you can win.

A

Avoiding

48
Q

Can be used during “cool down” periods if emotions or tempers were high over the conflict.

A

Avoiding

49
Q

You may use this technique if you want to collect more data or if someone else can resolve it more effectively.

A

Avoiding

50
Q

Pros of Avoiding

A
  • Tends to be easy

- It can allow your people to work things out themselves

51
Q

Con of Avoiding

A
  • Can lead to bigger conflicts
52
Q

Considered to be a “I lose, you win” technique

A

Accommodating

53
Q

Assertiveness is low, stakes are low, and cooperation is high.

A

Accommodating

54
Q

When you use _____ you give people what they want. You are not being assertive and normally it’s a minor issue.

A

Accommodating

55
Q

This technique can be used to help your people grow and develop. You allow them to have their way and they can learn from their successes or failures.

A

Accommodating

56
Q

This technique can be used when you discover that you’re wrong and they are right. It can also be used to increase harmony and stability.

A

Accommodating

57
Q

Pros of Accommodating

A
  • Takes very little time
  • People will view you as cooperative
  • May allow you to have your way at some future time
58
Q

Con of Accommodating

A
  • Run the risk of being seen as a weak supervisor

- Run the risk of subordinate actions being harmful to personnel, equipment, or the mission

59
Q

Questions on Pages 17-20

A

Questions on Pages 17-20

60
Q

If Forcing does not work and time is not a factor, which style of conflict management is best?

A

Collaborating

SNCOA - OMM (6 decks)

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