Term
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Definition
| Conflict is a process in which one party perceives that his or her interests are being opposed or negatively affected by another party. |
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Term
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Definition
BAD: The view that conflict is bad has been popular for a long time but is now considered to be too simplistic. According to this perspective, even moderately low levels of disagreement sap energy away from productivity. Conflict cannot create any good outcomes, and it violates the hierarchy of command and questions efficient assignment of authority.
This perspective is said to undermine team cohesion, decisions making and employee well being. Conflict can distract and motivate employees to withhold valuable knowledge and resources. |
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Term
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Definition
| Perspective that organizations are most effective when employees experience some level of conflict, but high levels will cause negative effects. |
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Term
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Definition
Perspective that there are two types. Constructive Conflict occurs when people focus their discussion on the issue while showing respect for people with other points of view. Teams/Organizations with low levels of constructive conflict are less effective, but there is an upper limit to the level of intensity of constructive conflict.
There is another type called relationship conflict which focuses on people, rather than issues, as the source of conflict. The parties refer to interpersonal incompatibilities such as personality clashes rather than legitimate differences of opinion regarding tasks or decisions. Attacks on credibility and undermining an others arguments are common in such conflict. [This type of conflict is also called socioemotional or affective conflict) |
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Term
| Emotional Intelligence Strategy (1 of 3) to minimize relationship conflict. |
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Definition
| When team members have high emotional intelligence then they are able to regulate their emotions and reduce the risk of escalating perceptions of interpersonal hostility. They also view co-workers emotional responses are valuable info. about that person's needs and expectations and not as a personal attack. |
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| Cohesive Team Strategy (2 of 3) to minimize relationship conflict. |
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Definition
| Relationship conflict is suppressed when the conflict occurs within a highly cohesive team. Longer people work together, more mutual trust, more latitude they give each other to show emotions... |
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Term
| Supportive Team Norms Strategy (3 of 3) to minimize relationship conflict. |
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Definition
| Team norms can hold relationship conflict at bay during constructive debate. Such as openness, and honest dialogue without any emotional reactions or seeing it as a personal attack and just a means of optimal communication. Teams with low relationship conflict use humor to maintain positive group emotions. |
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Term
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Definition
1) Incompatible Goals- in which goals of one person or department are in conflict with those of the organization.
2) Differentiation- differences among people, departments, and other entities regarding training, beliefs, values and experiences.
3) Interdependence- means that team members must share common inputs and need to interact to execute work (such as our group project!)high interdependence increases the risk of conflict because there is a greater chance that each side will disrupt the other sides goals. [ Pooled interdependence means that the group shares a common resources]
4) Scarce Resources- undermine another person because competing to use same resource for different goals.
5) Ambiguous Rules- or a lack of rules will increase uncertainty and risk that one party will interfere with other party's goals. It also encourages political tactics and battles. It is common during mergers and acquisitions.
6) Poor Communication- when you cant communicate you may rely on stereotypes more, some people may not appreciate some people's manner of speaking and this generates conflict and the perception of conflict will reduce the motivation to communicate (vicious cycle). |
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Term
| Problem Solving (Interpersonal Conflict Handling Style 1) |
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Definition
Problem solving tries to find a mutually beneficial solution to the disagreement. This is known as Win-Win Orientation because people using this style believe resources at stake are expandable and are creative in their solutions. Information sharing is an important feature.
This is HIGH on Cooperation and HIGH on Assertiveness. |
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Term
| Forcing (Interpersonal Conflict Handling Style 2) |
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Definition
Trying to win the conflict at the other person's expense. This is a Win-Lose Orientation.
This is HIGH on Assertiveness but LOW on Cooperativeness. |
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Term
| Avoiding (Interpersonal Conflict Handling Style 3) |
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Definition
Avoiding tries to smooth over or avoid conflict situations altogether. It represents a low concern for both self and the other party. Avoiders try to suppress thinking about the conflict.
This is LOW on Assertiveness and LOW on Cooperativeness. |
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Term
| Compromising (Interpersonal Conflict Handling Style 4) |
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Definition
Involves looking for a position in which you make concessions to some extent. It Involves matching the other party's concessions, making conditional threats or promises and searching for a middle ground.
This is MODERATE on Assertiveness and MODERATE on Cooperativeness. |
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Term
| Yeilding (Interpersonal Conflict Handling Style 5) |
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Definition
Involves giving in completely to other persons wishes, or at least cooperating. Involves making unilateral concessions and unconditional promises and offering help with no expectation of reciprocal help.
It is HIGH on Cooperativeness, but LOW on Assertiveness. |
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Term
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Definition
| To resolve conflict seek and find common goals. Superordinate Goals are goals that both conflicting parties value and whose attainment is beyond the resources and effort of either party alone. This helps establish a common frame of reference. |
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Term
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Definition
| Reduce the differences that produce conflict. The more people think they have in common the more motivated they are to coordinate their activities. To do this, create common experiences. |
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Term
| Improving Communication and Understanding |
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Definition
| Give conflicting parties more opportunities to communicate. The more meaningful interaction we have with someone, the less we rely on stereotypes to understand that person. |
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Term
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Definition
| The process whereby two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence. People negotiate when they thing discussion can product a more satisfactory arrangement in their exchange of goods or services. |
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Term
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Definition
There are two continuum, one with your initial, target and resistance points and one with your opponents. The area that falls in between is the area of potential agreement, or the bargaining zone.
Initial Offer point is the opening offer to other party. The Target point is the teams realistic goals or expectation and the resistance point is the point beyond which the team will make no further concessions. |
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Term
| Situational Influences on Negotiating |
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Definition
1) Location- easier to negotiate on your own turf. Many negotiators agree to neutral territory.
2) Physical Setting- the distance between the parties and formality of the setting can influence their orientation toward each other and the disputed issues. Face to face are more likely to be win-lose.
3) Time Passage and Deadlines- the closer a deadline approaches the more escalation of commitment, and the same if they put a lot of effort into negotiating.
4) Audience Characteristics- most negotiators have audiences and they tend to act differently- more competitively and more likely to engage in political tactics and to save face. |
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Term
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Definition
- Preparation and Goal Setting
- Gathering Information
- Communicating Effectively
- Making Concessions |
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Term
| Third Party Conflict Resolution |
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Definition
Is any attempt by a relatively neutral person to help conflicting parties resolve their differences. 3 Types:
1)Arbitration- Low Process Control, and High Decision Control
2)Inquisition- High process Control and High Decision Control
3)Mediation- High Process Control, Low Decision Control |
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Term
| Alternative Dispute Resolution |
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Definition
| An orderly Process of Third-Party dispute resolution, typically including mediation followed by arbitration. |
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Term
| Viking Negotiation (Key Take-Aways) |
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Definition
Making Threats (if/then statements under which the individual will return to BATNA)will escalate the conflict.
You need to understand each other's interpretations of the problem!
Apologies can be effective in increasing trust.
Try to refocus negotiations away from rights/power and towards interests by not making threats, by creating rules. Only make threats if no offers are as good as your BATNA or if you don't care about the relationship. |
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Term
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Definition
The tendency to be defensive and competitive in response to concerns about social image.
Negotiators are less likely to reach joint gain when even one party has high face threat sensitivity, so defensiveness can be costly! |
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Term
| When Should Rights or Power Be Used in Negotiation? |
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Definition
When the other party will not come to negotiate.
When negotiations are at an impasse and attempts to refocus have been exhausted.
When negotiations are moving towards agreement and the parties are positioning themselves. |
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