Organizational Behavior - Chapter 15

Front 1

Conflict

Back 1

a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

Front 2

Traditional View of Conflict

Back 2

the belief that all conflict is harmful and must be avoided.

Front 3

Human Relations View of Conflict

Back 3

the belief that conflict is a natural and inevitable outcome in any group.

Front 4

Interactionist View of Conflict

Back 4

the belief that conflict is not only a positive force in a group but that it is also an absolute necessity for a group to perform effectively.

Front 5

Functional Conflict

Back 5

conflict that supports the goals of the group and improves its performance.

Front 6

Dysfunctional Conflict

Back 6

conflict that hinders group performance.

Front 7

Task Conflict

Back 7

conflict over content and goals of the work.

Front 8

Relationship Conflict

Back 8

conflict based on interpersonal relationships.

Front 9

Process Conflict

Back 9

conflict over how work gets done.

Front 10

Conflict Process

Back 10

a process that has five stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes.

Front 11

Perceived Conflict

Back 11

awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.

Front 12

Felt Conflict

Back 12

emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility.

Front 13

Intentions

Back 13

decisions to act in a given way.

Front 14

Competing

Back 14

a desire to satisfy one’s interests, regardless of the impact on the other party to the conflict.

Front 15

Collaborating

Back 15

a situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.

Front 16

Avoiding

Back 16

the desire to withdraw from or suppress a conflict.

Front 17

Accommodating

Back 17

the willingness of one party in a conflict to place the opponent’s interests above his or her own.

Front 18

Compromising

Back 18

a situation in which each party to a conflict is willing to give up something.

Front 19

Conflict Management

Back 19

the use of resolution and stimulation techniques to achieve the desired level of conflict.

Front 20

Negotiation

Back 20

a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.

Front 21

Distributive Bargaining

Back 21

negotiation that seeks to divide up a fixed amount of resources; a win/lose situation.

Front 22

Fixed Pie

Back 22

the belief that there is only a set amount of goods or services to be divvied up between the parties.

Front 23

Integrative Bargaining

Back 23

negotiation that seeks one or more settlements that can create a win/win solution.

Front 24

BATNA

Back 24

the best alternative to a negotiated agreement; the least the individual should accept.

Front 25

Mediator

Back 25

a neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.

Front 26

Arbitrator

Back 26

a third party to a negotiation who has the authority to dictate an agreement

Front 27

Conciliator

Back 27

a trusted third party who provides an informal communication link between the negotiator and the opponent.

Front 28

Consultant

Back 28

an impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis.