Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

WO & SP DT II > WOP Lecture 9: Conflict and negotiation > Flashcards

WOP Lecture 9: Conflict and negotiation Flashcards

1
Q

conflict =

A

the process in which one party feels like their goals/interests are opposed or negatively affected by another party

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

belangrijke dingen van conflict

A
  • het is dus een process
  • based on perception!
  • opposition of goals or interest
  • only one party has to feel like it for it to be a conflict
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

negative outcomes of conflict

A
  • Lower performance
  • Higher stress, dissatisfaction, turnover
  • Less information sharing and coordination
  • More organizational politics
  • Wasted resources
  • Weaker team cohesion (when conflict within team)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

but sometimes positive outcomes of conflict

A
  • Better decision-making
  • More conscious deliberation
  • Exchange and integration different assumptions/perspectives
  • Creative thinking
  • More responsive to changing environment
  • Stronger team cohesion (with external challenges)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

task conflict

A

gaat over kwaliteit van ideas/arguments/povs
still show respect
avoid criticism of competence or power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

relationship conflict

A

gaat over opponents qualities (experience, IQ or credibility)
argument winnen via undermining their credibility
relies on status
assertive behaviour
dysfunctional consequences

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

which dysfunctional consequences does relationship conflict trigger

A

triggers defense mechanisms
reduces trust: emphasizes differences in status or competence
reduces motivation to communicate
increases reliance on stereotypes
can escalate quickly

(denk aan valeria en marielle groenelaan!!)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

what is a problem of task conflict

A

task conflict quickly transforms into relationship conflict, especially when intense. hard to separate the two. you want to defend yourself when your ideas are targeted/critisized

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

constructive conflict

A

= task conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

conflict outcomes van de 2 conflicten

A

relationship conflict: straight line down, dus hoe hoger de intensiteit hoe slechter de outcomes

task conflict: halve boog, hoe hoger de intensiteit hoe beter de uitkomsten, tot midden is het optimaal en daarna geen verschil meer

dus bij task conflict is een hogere intensiteit -> betere uitkomsten!!!

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

wat is dus een soort van de goal

A

minimize relationship conflict, encourage task conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

welke 3 factoren helpen mee met anti relationship conflict en wel task conflict

A
  1. emotional intelligence: better at regulating your own emotions and reframing others (minder hostile)
  2. team development: better mutual understanding, high cohesion = motivation to minimize relationship conflict
  3. psychological safety team norms: safe to disagree, norms encourage respect, interest and open-mindedness
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

the conflict process globaal

A

conflict sources -> conflict perceptions and emotions -> manifestation of conflict -> consequences

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

conflict sources

A
  • incompatible goals
  • differentiation
  • interdependence
  • ambiguous rules
  • insufficient resources
  • communication
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

differentiation =

A

different values, beliefs, experiences (gaat echt om individual characteristics, ook bijv. generational differences)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

interdependence en conflict

A

interdependence is echt nodig voor conflict. risk of conflict increases with the level of interdependence (meer contact = meer risk of conflict)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

manifest conflict

A
  • conflict handling style
  • decisions
  • overt behaviour
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

positive consequences of conflict

A

+ better decisions
+ responsive firm
+ higher team cohesion

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

negative consequences of conflict

A
  • worse performance
  • stress
  • turnover
  • less coordination
  • more politics
  • less cohesion
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

incompatible goals

A

one party’s goals seem to interfere with another party’s goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

ambiguous rules lead to…

A

uncertainty, politics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

communication problems

A

Poorly stated messages escalate conflict
Conflict causes emotive messages
Less communication amplifies conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

conflict handling styles depend on

A
  1. Assertiveness: Motivation to realize own goals/interests
  2. Cooperation: Motivation to realize other’s goals/interests
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

conflict handling styles depend on

A
  1. Assertiveness: Motivation to realize own goals/interests
  2. Cooperation: Motivation to realize other’s goals/interests
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
interpersonal conflict handling styles model
based on assertiveness and cooporativeness van linksboven naar rechtsonder forcing avoiding compromising problem solving yielding
26
forcing =
Attempt to reach a solution that is good for own party only: win-lose orientation
27
underlying thought of forcing
what is good for one party, cannot be good for the other party as well
28
when is forcing the best
* Quick resolution required * Your position has stronger logical or moral foundation * Other party would take advantage of cooperation
29
problems of forcing
relationship conflict, damaged long-term relations
30
avoiding =
Pretend there is no conflict; ignore, avoid, postpone it
31
avoiding is best when
* Conflict is emotionally-charged (relationship conflict) * Parties want to maintain harmony * Cost of resolution outweighs its benefits
32
problems of avoiding
remains unresolved, uncertainty and frustration
33
yielding
Attempt to quickly reach a solution and satisfy the other party. Making unilateral concessions
34
yielding is best when
* Issue is less important to you than other party * Value/logic of your position is imperfect * Parties want to maintain harmony * Other party has much more power
35
yielding problem
raises expectations of the other person
36
compromising =
Attempt to reach an agreement that is acceptable to all parties All parties make small concessions Little focus on underlying interests and needs
37
compromising is best when
* Single issue conflict with opposing interests * Parties lack time or trust for problem solving * Parties want to maintain harmony * Parties have equal power
38
compromising problem
Sub-optimal solution where mutual gains are possible
39
problem solving =
Attempt to reach an agreement that is positive for all parties: win-win orientation Reaching a win-win agreement: Creative solutions Addressing underlying problems and needs by exchanging information
40
when is compromising the best
* Interests are not perfectly opposing * Parties have trust/openness * Issues are complex * both parties have power *keep harmony * not enough time
41
compromising problems
- can take a long time - information can give someone more power - suboptimal solution - does not focus on underlying problems
42
sinaasappel problem solving
een krijgt juice, ander schil voor taart
43
conflict management: 6 ways targeting conflict sources
1. emphasize superordinate goals 2. reduce differentiation 3. improve communication 4. reduce interdependence 5. increase resources 6. clarify rules
44
emphasize superordinate goals
Focus on common rather than subgroup goals Reduces goal incompatibility and may reduce differentiation
45
reduce differentiation
Create common experiences and mutual understanding Methods: meaningful interaction, rotating staff through departments/regions, build a strong culture
46
improve communication
Exchange information about own and other’s background and viewpoints Warning: Need to first reduce differentiation
47
reduce interdependence
Create buffers, split shared resources Use integrators for between-team communication Combine jobs into one (job enrichment)
48
increase resources
Weigh costs versus conflict
49
clarify rules
Establish rules Clarify roles, responsibilities, schedules, etc
50
2 types of control during third party intervention
Process control: Extent to which third party can make decisions about the process of the negotiation Decision control: Extent to which third party can make content decisions with regard to the conflict
51
high process control
mediator (lage decision control) inquisition (hoge decision control)
52
high decision control
arbitration
53
mediator
high process control low decision control
54
inquisition
high process control high decision control
55
arbitration
high decision control low process control
56
inquisition
hoog op alles: dus meestal niet zo chill, geen goede evaluation. often used by managers but with negative results and failure to adress underlying issues or reach a mutually satisfying agreement
57
arbitration
- Third party gives opinion and binding agreement - Valued higher than inquisition - Enhances feeling of procedural justice - No feeling of ownership and influence by the parties
58
mediation
- Parties can make their own decision - Valued highest, most successful (70%)
59
when is mediation not the best strategy
Little time Complex problem
60
when is mediation not the best strategy
Little time Complex problem
61
negotiation =
Try to resolve divergent goals by redefining terms of interdependence. Discussing with someone about reaching an agreement where there is a degree of incompatibility, but also an incentive to collaborate (bv salary negotiations)
62
bargaining zone model globaal
initial - target - resistance ZOPA = zone of potential agreement
63
2 negotiation approaches
- Distributive approach (Claiming value) Win–lose orientation Most common when the parties have only one item to resolve - Integrative (mutual gains) approach (Creating value) Win–win orientation Better with multiple issues of different value to each party
64
negotiation =
Try to resolve divergent goals by redefining terms of interdependence. Discussing with someone about reaching an agreement where there is a degree of incompatibility, but also an incentive to collaborate (bv salary negotiation)
65
how to prepare for a negotiation
know your goals, BATNA and power
66
goal setting for negotiation
- decide on opening offer beforehand - decide on resistance point beforehand - think about what the other party will want - first offer = anchor, will predict outcome
67
BATNA =
Best Alternative To a Negotiated Agreement
68
batna uitleg
Represents the estimated cost to you of walking away (What is the alternative if you don’t reach an agreement) Having more than one BATNA to a negotiation increases your power = de voordeligste alternatieve manier van handelen die een partij kan nemen als de onderhandelingen mislukken en er geen overeenstemming kan worden bereikt.
69
negotiation power
Higher with favorable sources and contingencies of power Sources and contingencies of power also improve BATNA
70
Sharing information is essential for successful negotiations what is the objective?
Objective: discover other party's needs behind stated offers
71
Information gathering strategies:
Listen closely to the other party Ask questions Pay attention to nonverbal communication Summarize other party’s statements Communicate your inner thoughts/reactions to other’s proposals
72
consession vertaling
toegeving
73
what do concessions do
Concessions communicate priorities and willingness and motivation to reach an agreement
74
succesful negotiators...
Make fewer, smaller, and clearly-labeled concessions State that the other party should reciprocate Use multi-issue offers (not one issue at a time)
75
what happens when you manage time
- high time pressure = more concessions - use exploding offers (= met deadline) - high time investment = more concessions, more persistance
76
build the relationship
Discover common backgrounds and interests Manage first impressions Signal trustworthiness Show awareness of shared negotiation norms and expectations Use emotional intelligence
77
negotiation setting 3 factors:
Location: easier to negotiate on your own turf Physical setting: seating arrangements, spacing, formality Audience: negotiators are more competitive, make fewer concessions when audience is watching

WO & SP DT II (16 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions