Chapter 11: Conflicts and Negotiations
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Questions and Answers

What primarily distinguishes task conflict from relationship conflict?

  • Task conflict centers on understanding positions, while relationship conflict focuses on personal characteristics. (correct)
  • Task conflict involves strong negative emotions, while relationship conflict does not.
  • Task conflict arises from a lack of respect, while relationship conflict arises from respect.
  • Task conflict leads to harmful outcomes, whereas relationship conflict has constructive outcomes.

    • What is the significance of perception in the conflict process?

  • Perception shapes how conflicts are experienced and acted upon. (correct)
  • Perception has no impact on conflict outcomes.
  • Conflict arises solely from factual discrepancies.
  • Perception eliminates the need for resolution.

    • Which of the following best describes relationship conflict?

  • Encourages emotional detachment from disagreements.
  • Involves respect and understanding of different viewpoints.
  • Concentrates on attacking the worth of others. (correct)
  • Focuses on collaborative problem-solving.

    • How do structural sources of conflict contribute to disagreements?

    <p>They create situations where goals and resources collide.</p> Signup and view all the answers

    What outcome is generally associated with constructive task conflict?

    <p>Increased collaboration and better understanding of issues.</p> Signup and view all the answers

    What is the first step in the negotiation process?

    <p>Developing a strategy</p> Signup and view all the answers

    What is a characteristic of superordinate goals?

    <p>They require collaboration of conflicting parties.</p> Signup and view all the answers

    What does BATNA stand for in negotiation?

    <p>Best Alternative To a Negotiated Agreement</p> Signup and view all the answers

    What is described as the zone between each party’s resistance point in negotiations?

    <p>Bargaining zone</p> Signup and view all the answers

    What approach involves reducing differences in values and attitudes among parties?

    <p>Reducing differentiation</p> Signup and view all the answers

    What is the primary purpose of mediation in third-party conflict resolution?

    <p>To facilitate the process and interactions between disputing parties</p> Signup and view all the answers

    In which situation is negotiating generally considered easier?

    <p>On your own turf</p> Signup and view all the answers

    What best describes integrative bargaining?

    <p>It allows for mutual goal achievement without blocking each other.</p> Signup and view all the answers

    Which step in the negotiation process follows the definition of ground rules?

    <p>Clari8ca3on and jus38ca3on</p> Signup and view all the answers

    Which type of third-party intervention has high control over the final decision but low control over the process?

    <p>Arbitration</p> Signup and view all the answers

    What characteristic of the physical setting can affect the negotiation process?

    <p>Seating arrangements</p> Signup and view all the answers

    What should individuals know about their BATNA prior to negotiating?

    <p>Its implications if negotiations fail</p> Signup and view all the answers

    How can communication help in conflict management?

    <p>By providing a dialogue for mutual understanding</p> Signup and view all the answers

    What is an outcome of clarifying rules and procedures in conflict situations?

    <p>It establishes clearer roles and responsibilities.</p> Signup and view all the answers

    Which factor can make negotiators more competitive and reluctant to make concessions?

    <p>Having an audience present</p> Signup and view all the answers

    What is a method to reduce interdependence among conflicting parties?

    <p>Creating buffers</p> Signup and view all the answers

    What is the primary goal when managing team conflicts?

    <p>Encourage task conflict while minimizing relationship conflict</p> Signup and view all the answers

    Which condition is likely to minimize relationship conflict during task conflict?

    <p>Cohesive teams</p> Signup and view all the answers

    What is a negative outcome of relationship conflict within a team?

    <p>Weakens team cohesion</p> Signup and view all the answers

    Which source of conflict is characterized by competing interests between parties with different goals?

    <p>Incompatible goals</p> Signup and view all the answers

    When is the forcing conflict-handling style most appropriate?

    <p>When quick resolution is necessary</p> Signup and view all the answers

    What is a key drawback of the compromising conflict-handling style?

    <p>Typically leads to unsatisfactory solutions</p> Signup and view all the answers

    Which type of conflict handling is best when one party holds significantly more power?

    <p>Yielding</p> Signup and view all the answers

    What factor can escalate conflicts due to misunderstandings between parties?

    <p>Ambiguous rules</p> Signup and view all the answers

    What is a disadvantage of the avoiding conflict-handling style?

    <p>It can result in unaddressed frustration among parties</p> Signup and view all the answers

    Under what condition is the problem-solving conflict handling style preferable?

    <p>When issues are complex and trust exists</p> Signup and view all the answers

    Study Notes

    Chapter 11: Conflicts and Negotiations in the Workplace

    • Workplace conflict occurs when one party perceives that their interests are opposed or negatively affected by another party.

    • Conflict can be categorized as task conflict (constructive) or relationship conflict (destructive). Task conflict focuses on the issue at hand, while relationship conflict focuses on personal characteristics.

    Learning Objectives

    • Defining conflict and different types of conflicts
    • Examining structural sources of conflict
    • Analyzing conflict handling contingencies
    • Understanding structural approaches to conflict management
    • Identifying various types of third-party intervention
    • Mastering conflict resolution through negotiation

    Conflict

    • Conflict is a process where one party believes their interests are opposed by another.

    Emerging Views: Task vs. Relationship Conflict

    • Task Conflict (constructive): Parties concentrate on the issue, respect differing viewpoints, and attempt to understand each other's logic and assumptions.
    • Relationship Conflict (destructive): Focuses on personal characteristics instead of issues, aims to undermine the worth or competence of the other party, and is accompanied by strong negative emotions.

    The Conflict Process Model

    • The conflict process encompasses the stages from the source of conflict to conflict outcomes, with an escalation cycle in between.
      • Sources of Conflict: Origins of the difficulties.
      • Conflict Perceptions and Emotions: How individuals perceive and feel about the conflict.
      • Manifest Conflict: The visible expressions of the conflict.
      • Conflict Outcomes: Positive or negative consequences of the conflict process.

    The Relationship Between Conflict and Outcomes

    • A moderate level of conflict can lead to positive organizational outcomes like more creative ideas and improved responsiveness.
    • High levels of conflict often result in negative outcomes like unproductive time wasted, tension, job dissatisfaction, and turnover.

    Is Conflict Good or Bad?

    • Negative Outcomes:
      • Wasted time, energy, and resources
      • Less information sharing and reduced productivity
      • Increased organizational politics
      • More job dissatisfaction, turnover, and stress
      • Weakened team cohesion (especially internal conflict)
    • Positive Outcomes:
      • Fuller debate of important decisions
      • More creative ideas
      • Enhanced responsiveness to the external environment
      • Strengthened team cohesion when conflict arises with other teams.

    Minimizing Relationship Conflict

    • Encourage task conflict and minimize relationship conflict in the workplace.
    • Relationship conflict often occurs when engaging in task conflict.
    • Three factors that minimize relationship conflict during constructive task conflict:
      • High emotional intelligence
      • Highly cohesive teams
      • Supportive team norms

    Sources of Conflicts

    • Incompatible goals: When one party's goals interfere with another's.
    • Differentiation: Different values, attitudes, and beliefs (e.g., cultural differences, generational gaps).
    • Interdependence: The degree of interaction between parties, often leading to conflict when increased.
    • Scarce Resources: When resources (e.g., budget, time, equipment) are limited.
    • Ambiguous Rules: Vague or unclear rules and procedures can lead to conflict.
    • Poor Communication: Lack of clarity, trust, and active listening can lead to misunderstandings and disagreements.

    Structural Sources of Conflict

    • Incompatible Goals: One party's goals conflict with another party's goals and/or ways of achieving them.
    • Differentiation: Differences in values, beliefs, culture, and experiences can lead to conflict.
    • Interdependence: Increased interaction between individuals/departments/teams can increase the likelihood of conflict.
    • Scarce Resources: Competition for scarce resources (e.g., budget, time, equipment) is a common source of conflict.
    • Ambiguous Rules: Unclear rules or procedures can contribute to conflict.
    • Communication Problems: Problems in communication or poor communication can result in conflict.

    Five Conflict Handling Styles

    • The Styles are visualised on a graph, measuring assertiveness and cooperation.
    • Positions each handling style in a 2x2 matrix as follows
      • Forcing (Win-Lose): High assertiveness, Low Cooperation
      • Problem Solving (Win-Win): High assertiveness, High Cooperation
      • Compromising: Medium assertiveness, Medium Cooperation
      • Yielding (Lose-Win): Low assertiveness, High Cooperation
      • Avoiding: Low assertiveness, Low Cooperation

    Conflict Handling Contingencies

    • Problem Solving: Best when interests are not perfectly opposing, and parties have trust.
    • Forcing: Best when a quick decision is necessary and there is a conviction about one's position.
    • Avoiding: Best when conflict is emotionally charged, with potential high costs to resolving.
    • Yielding: Best when the other party has significantly more power, the issue is less critical to you, or your position's value or logic is less convincing.
    • Compromising: Best when parties have equal power, a solution is needed quickly.

    Structural Approaches to Conflict Management

    • Emphasize superordinate goals: Setting common goals that require joint efforts.
    • Reduce differentiation: Reducing differences in values, attitudes, and experiences, potentially through job reassignments.
    • Improve communication: Improving communication & mutual understanding, using tools like the contact hypothesis or Johari window.

    Types of Third-Party Intervention

    • Arbitration: A neutral third party makes a binding decision to resolve the conflict.
    • Inquisition: A third party actively questions and directs the conflicting parties (high control).
    • Mediation: A neutral third party helps facilitate communication, but the decision is made by the parties involved.

    How to Negotiate

    • Five key steps: Strategy development, establishing ground rules, clarifying positions, bargaining and problem-solving, and closure and implementation.

    • Understand BATNA (best alternative to a negotiated agreement).

    Preparing to Negotiate

    • Developing goals and understanding needs.
    • Understanding your BATNA (best alternative to a negotiated agreement).
    • Identifying your power.
    • Identifying the bargaining zone (the zone between the resistance points of the parties involved).

    Situational Influences on Negotiations

    • Location
    • Physical setting
    • Audience

    Additional Information/Videos

    • Videos on negotiation techniques/strategies might be linked and mentioned as relevant learning resources.

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    Conflicts and Negotiations in the Workplace PDF

    Description

    Explore the various types of conflicts in the workplace through this quiz on Chapter 11. Learn about task versus relationship conflict, sources of conflict, and different negotiation strategies. Master conflict resolution and enhance your workplace interactions.

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