Org. Behavior Ch.11

Front 1

Functional Conflict

Back 1

a confrontation between groups that enhances and benefits the organizations performance

Front 2

Dysfunctional Conflict

Back 2

a confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals.

Front 3

Stages of Conflict

Back 3

Perceived Conflict -- Felt Conflict -- Manifest Conflict

Front 4

Perceived Conflict

Back 4

When there is cognitive awareness on the part of at least one party that the events have occured or that conditions exist favorable to creating conflict

Front 5

Felt Conflict

Back 5

includes emotional involvement. It is felt in the form of anxiety, tension or hostility

Front 6

Manifest Conflict

Back 6

The conflicting parties are actively engaging in conflict behavior. Usually very apparent to non involve parties.

Front 7

What causes conflict?

Back 7

Work Interdependence (Pooled, sequential, Reciprocal), Different goals, Perceptal differences

Front 8

Work Interdependence

Back 8

You must depend on another in some way to complete your work tasks

Front 9

Pooled Interdependence

Back 9

Requires no interaction between groups because each group performs seperately. But, the pooled performance of the groups determines the success of the organization.

Front 10

Sequential Interdependence

Back 10

one group must complete its tasks before the next group can complete theres.

Front 11

Reciprocal Interdependence

Back 11

requires the output of each group to serve as input to other groups in teh organization.

Front 12

Goal Differences (conflict)

Back 12

differences in goals can create conflict. Mutually exclusive goals, limited resources, different time horizons.

Front 13

Mutually Exclusive Goals

Back 13

in these situations they need to focus on organizational goals instead of their individual goals. These goals cannot happen at the same time and thus someone will miss out.

Front 14

Limited Resources (conflict)

Back 14

limited money, space, labor can lead to groups persuing their own goals.

Front 15

Different time Horizons

Back 15

different times when people think something should be accomplished by.

Front 16

Perceptual Differences

Back 16

different perceptions of reality and disagreements over what constitutes reality.

Front 17

Status Incongruency

Back 17

Part of perceptual differences (conflict). Conflicts over the status of different groups

Front 18

Inaccurate Perceptions

Back 18

Part of perceptual differences (conflict). Cause one group to develop stereotypes about other groups. groups tend to exaggerate differences.

Front 19

Differening Perspectives

Back 19

Part of perceptual differences (conflict). Different view on what is important. group goals, experience, values and culture all may contribute to ways of seeing the world.

Front 20

Consequences of conflict (Basic)

Back 20

increased group coehsiveness, emphasis on group loyalty, rise in autocratic leadership, focus on activity (group becomes more task oriented)

Front 21

Increased Group Cohesiveness (Consequence of Conflict)

Back 21

members become more loyal to the group and membership becomes more attractive

Front 22

Emphasis on loyalty (consequence of conflict)

Back 22

acceptance of the group norms becomes important

Front 23

Rise in Autocratic Leadership (consequence of conflict)

Back 23

group members want a strong leader and democratic leadership goes out the window.

Front 24

Focus on Activity (consequence of conflict)

Back 24

the group will become more focused on the task.

Front 25

Changes Between Groups (Conflicts)

Back 25

Distorted perceptions, negative stereotyping, decreased communication

Front 26

Distorted Perceptions

Back 26

the perceptions of each groups members become distorted. group members develop stronger opinions of the importance of their units.

Front 27

Negative Stereotyping

Back 27

negative stereotypes are reinforced. people say things like "i told you they were like this"

Front 28

Decreased communication

Back 28

communications between groups will break down

Front 29

Conflict Resolution Grid

Back 29

HIGH EXTERNAL - Accomodating / (LOW INTERNAL) Problem Solving (Collaboration) (HIGH INTERNAL)
Compromising (MIDPOINT
LOW EXTERNAL - Avoiding (LOW INTERNAL) / Dominating (HIGH INTERNAL)

Front 30

Accomodating (conflict style)

Back 30

allowing other group to win. high external and low internal. oppposite of dominating. Max emphasis on meeting the needs of the other group and minimizing own needs. Useful when you dont care as much as the other person.

Front 31

Dominating (conflict style)

Back 31

working to dominate and control. high internal focus and low external focus. maximum emphasis on meeting your own concerns. Useful when a rapid decision is needed. Useful for important decisions that have an unpopular course of action.

Front 32

Collaborating (conflict style)

Back 32

working together to solve problems. high internal and high external focus. appears to be effective but is hard to implement. both parties must want to work collaboratively toward a solution. difficult to rise above the win-lose mentality. can leads to merger of ideas, insight, etc. both parties concerns are incorporated into the solution.

Front 33

Avoiding (conflict style)

Back 33

ignoring of steering clear of the other group. low internal and low external focus. avoid the conflict. this is appropriate when a temporary alternative is needed. appropriate when the conflict is heated. buy time, allow other parties to resolve the conflict.

Front 34

Compromising (Conflict Style)

Back 34

finding acceptable solution so everyone feels good. middle on internal and external focus. no winner or loser, the resolution reached is probably not ideal for either group. one group must give up something valuable. effective when two equally powerful parties are strongly committed to mutually exclusive goals. middle of the road approach. compromise is a good backup strategy.

Front 35

Common negotiation tactics

Back 35

good guy/ bad guy, the nibble, joint problem solving, power of competition, splitting the difference, logrolling

Front 36

Good Guy/ Bad Guy (Negotation Strategy)

Back 36

the bad guy advocates such extremes that what the good guy says seems reasonable.

Front 37

The Nibble, negotation tactic

Back 37

involves getting an additional concession or perk after an agreement has been reached.

Front 38

Joint Problem Solving, negotation tactic

Back 38

never assuming that the one one side wins, the more the other side loses. feasible alternatives may exist.

Front 39

Power of Competition, negotiation strategy

Back 39

use this to make opponents think that they are not needed.

Front 40

Splitting the differnce, negotation tactic

Back 40

useful when groups come to an impasse but be leary of those that spit the difference too early. they may think they already have too much.

Front 41

Increase negotiation effectiveness

Back 41

1. obtain substatial results
2. influence the balance of power
3. promoting a constructuve climate
4. obtaining procedural flexibility