Questions and Answers
Intrapersonal conflict occurs within multiple individuals simultaneously.
False
Interpersonal conflict can arise between co-workers and neighbors.
True
Intragroup conflict involves disputes within a single organization only.
False
Intergroup conflict is simpler to navigate than intrapersonal conflict.
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Competitive, win-lose goals contribute to the perception of conflict as largely constructive.
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Common interests can inhibit parties from finding common ground.
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A young, single-income family with children is typically able to take on more risk than a dual-income couple near retirement.
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Conflict can only arise from perceived incompatible goals without any misunderstandings.
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Negotiation plays no significant role in conflict resolution.
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Effective negotiation involves exploring only common interests to create value.
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During a conflict, parties tend to effectively support each other's contrary positions.
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Emotions can facilitate clear thinking during escalations in conflict.
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Communication tends to increase with those who oppose one's views during a conflict.
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As conflicts progress, the issues involved become clearer and more defined.
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In conflict, parties become more flexible with their commitments and willing to back down.
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The escalation of conflict results in parties becoming more accepting and communicative towards each other.
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Discussing conflict increases awareness among organizational members and their ability to cope with problems.
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Conflict guarantees organizational stability and hinders adaptation.
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Conflict can weaken relationships between employees and reduce morale.
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Conflict helps individuals develop a more accurate self-assessment through psychological development.
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Conflict is detrimental and should be avoided at all costs in an organization.
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Understanding different perspectives through conflict can hinder individual development.
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Conflict makes it difficult for employees to take initiative and control their own lives.
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Conflict can be both stimulating and a welcome break from routine.
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An issue that involves a matter of principle is considered easy to resolve.
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A positive sum scenario means that both parties believe they can do better than just dividing current outcomes.
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If the stakes are small, the conflict is generally more complicated to resolve.
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When there is strong organization and leadership among the parties, conflicts are more difficult to resolve.
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The involvement of a trusted third party generally complicates the resolution process.
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A single transaction indicates that the parties will work together in the future.
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An unbalanced perception of progress in a conflict can lead to one party seeking revenge.
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Divisible issues can easily be broken down into smaller parts, facilitating resolution.
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The contending strategy primarily involves cooperation between the parties.
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Yielding implies a high concern for achieving one's own outcomes.
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When a conflict has large stakes, it is generally easier to resolve.
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Inaction is synonymous with active engagement in negotiations.
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All parties expecting a long-term relationship usually leads to more challenging conflict resolution.
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Problem solving requires high concern for both parties' outcomes.
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Compromising is considered a high-risk strategy in negotiation.
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The dual concerns model presents a single dimension concerning only one's own outcomes.
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A strategy located in the top part of the dual concerns model indicates a weak concern for the other party's outcomes.
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Contending is characterized by a low concern for one's own outcomes.
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The horizontal axis of the dual concerns model represents concern about the other's outcomes.
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A higher value on the vertical axis indicates a stronger concern for the other party's outcomes.
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The dual concerns model suggests that strategies can exist anywhere between none and high concern for either party's outcomes.
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There are five identified strategies within the dual concerns model.
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Strategies on the left side of the dual concerns model represent a strong concern for one's own outcomes.
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The inaction strategy corresponds to a high concern for both one's own outcomes and the other's outcomes.
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The model's strategies can change based on the intensity of the concerns plotted on the graph.
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Study Notes
How Differences Can Create Opportunities
- Common interests unite parties in negotiation, facilitating collaboration to create or avoid specific outcomes.
- Risk tolerance varies; younger families may favor conservatism, whereas older couples may take more risks with their investments.
- Time preference significantly influences negotiations; some may prefer immediate gains, while others may be willing to wait for future benefits.
- Both common and differing interests can enhance value creation in negotiations.
Conflict
- Defined as a sharp disagreement or perceived divergence of interest; arises from the interaction of interdependent individuals with incompatible goals.
- Causes include divergent needs, misunderstandings, and conflicting desired outcomes.
- Effective negotiation is crucial in resolving conflicts and maximizing joint value.
Levels of Conflict
- Intrapersonal conflict involves internal struggles within an individual, often concerning competing values or emotions.
- Interpersonal conflict occurs between individuals, commonly studied in negotiation theory.
- Intragroup conflict happens within teams or groups, impacting decision-making and productivity.
- Intergroup conflict exists between multiple groups or organizations; complexities increase due to many involved parties.
Functions and Dysfunctions of Conflict
- Many perceive conflict negatively, equating it with dysfunction and destructive outcomes; this view harbors two assumptions.
- Competitive, win-lose goals lead to oppositional strategies.
- Misperception and bias in escalated conflict can distort communication and viewpoints.
Characteristics of Conflict
- Stereotypical thinking and bias emerge, fostering alignment with supportive perspectives while rejecting opposing views.
- Negative emotionality heightens anxiety and frustration, clouding rational decision-making.
- Communication diminishes, often becoming one-sided and defensive.
- Issues become less defined, and additional unrelated problems can complicate negotiations.
- Rigid commitments turn negotiators defensive, leading to an escalation of conflict.
Effective Conflict Management
- Recognizing conflict's potential benefits can lead to improved organizational awareness and adaptability.
- Constructive discussions surrounding conflict can drive necessary changes.
Conflict Diagnostic Model
- Identifies factors influencing the resolution difficulty, such as whether the issue is a matter of principle or a divisible matter.
- Stake sizes, interdependence nature, continuity of interactions, group organization, and availability of third-party help are crucial in understanding conflict resolution potential.
The Dual Concerns Model
- Clarifies that concerns over personal outcomes and those of the other party affect conflict strategies.
- Strategies range from contending, which emphasizes personal goals, to yielding, where one party prioritizes the other's outcomes.
Strategies
- Contending: Aggressive pursuit of personal goals often through intimidation.
- Yielding: Minimal concern for self-goals; more focused on accommodating the other's needs.
Overview of Chapters in the Book
- Book comprises 12 chapters, beginning with negotiation fundamentals.
- Topics include distributive bargaining, integrative negotiation strategies, planning for negotiations, ethical considerations, and the impact of emotions and relationships on negotiations.
Styles of Handling Interpersonal Conflict
- Each conflict style (Integrating, Obliging, Dominating, Avoiding, Compromising) has defined appropriate and inappropriate contexts for its use based on the complexity of the issue and relational dynamics.
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Description
This quiz explores the Dual Concerns Model of conflict resolution. The model outlines how individuals balance their concerns for their own outcomes against their concerns for others' outcomes. Test your understanding of this crucial concept in conflict management.
