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15 Cards in this Set

  • Front
  • Back

Three "I's" of conflict

Incompatible goals, interdependence, and interaction

Incompatible Goals

central to most definitions of conflict and can involve a plethora of issues in the organizational setting


The need of system components to rely on other components in order to function


The actual expression of incompatibility

Three levels of organizational conflict

Interpersonal, Intergroup, and interorganizational

Interpersonal Conflict

The level in which individual members of the organization perceive goal incompatibility

Intergroup Conflict

considers aggregates of people within an organization as parties in the conflict

interorganizational Conflict

Involves disputed between two or more organizations.

Five Phases of Organizational Conflict:

Latent, perceived, felt, manifest, and aftermath

Latent Conflict

Grounds for conflict exist because parties are interacting in interdependent relationships in which incompatible goals are possible

Perceived Conflict

One or more parties perceive that their situation is characterized by incompatibility and interdependence

Felt Conflict

Parties begin to personalize perceived conflict by focusing on the conflict issue and planning conflict management strategies

Manifest Conflict

Conflict is enacted through communication. Interaction might involve cycles of escalation and de-escalation as various strategies are used.

Conflict Aftermath

Conflict episode has both short-term and long-term effects on the individuals, their relationships, and the organization.

Integrative vs. Distributive bargaining

Maximize individual gains and minimize losses. Fixed-sum issues with limited resources. Compromises, trade-offs, and win/lose results. Information seeking, withholding information, and deception in disclosures


Maximize joint gains. Variable-sum issues shaped by overlapping positions. Creative solutions not attributable to specific concessions. Open sharing of information; accurate disclosure of needs and objectives.