Term
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Definition
| Conflict: 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 |
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Term
| LG2- Differentiate between the traditional, human relations and interactionist views of conflict |
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Definition
The traditional view of conflict: the belief that all conflict is harmful and must be avoided
The human relations view of conflict: the belief that conflict is a natural and inevitable outcome in any group
Inter-actionist view of conflict: 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
- Functional conflict: conflict that supports the goals of the group and improves its performance
- Dysfunctional conflict: conflict that hinders group performance
- Task conflict: conflict over content and goals of the work
- Relationship conflict: conflict based on interpersonal relationships
- Process conflict: conflict over how work gets done |
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Term
| LG3- Outline the conflict process-Stage 1 |
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Definition
STAGE 1: Potential opposition or incompatibility
3 conditions:
-Communication (When there is too little or too much communication)
-Structure (when requirements of jobs come in conflict, when groups seek different goals and when reward systems are regarded as unfair)
-Personal valuables (when certain personality types or emotions lead to conflict) |
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Term
| LG3- Outline the conflict process-Stage 2 |
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Definition
STAGE 2: Cognition and personalization
Perceived conflict: Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise
Felt conflict: when individuals become emotionally involved |
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Term
| LG3- Outline the conflict process-Stage 3 |
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Definition
STAGE 3: Intentions
Intentions intervene between people's perceptions and emotions and their overt behaviour and may be described according to two dimensions: cooperativeness and assertiveness.
Decision to act in a certain way
5 conflict-handling intentions:
-Competing (when one person seeks to satisfy own interests, regardless of the impact on the other parties)
-Collaborating (when each party desire to fully satisfy the concerns of all parties)
-Avoiding (trying to ignore a conflict and avoiding people you disagree with)
-Accommodating (willingness to agree on the interest of the other)
-Compromising (when each party gives a part up to come to a solution to satisfy both) |
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Term
| LG3- Outline the conflict process-Stage 4 |
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Definition
STAGE 4: Behaviour
When conflicts become visible. The use of statements, actions and reactions in order to attempt to implement your intentions in the other party.
Conflict-management: the use of resolution and stimulation techniques to achieve the desired level of conflict |
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Term
| LG3- Outline the conflict process- Stage 5 |
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Definition
STAGE 5: Outcomes
-Functional outcomes: conflict can improve the effectiveness of the group (for example to prevent groupthink) and the productivity
-Dysfunctional outcomes: the conflict led to discontent in all parties and as a result, the group isn’t functioning well anymore.
Functional outcomes can be generated by learning to take bad news |
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Term
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Definition
| Negotiation: Process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them |
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Term
| LG5- Contrast distributive and integrative bargaining |
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Definition
o Distributive bargaining: seeks to divide up a fixed amount of resources; a win/lose situation. Distributive bargaining tends to build animosities between parties.
Fixed pie: belief that there is only a set amount of goods/services to be divided
o Integrative bargaining: seeks one or more settlements that can create a win/win situation
To build long-term relationships, you must make sure both parties are happy |
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Term
| LG6- Apply the five steps of the negotiation |
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Definition
• STEP 1: Preparation and planning
Investigate nature of conflict, history, who is involved and what are your goals
Also set a BATNA: Best alternative to a negotiated agreement; the least the individual should accept
• STEP 2: Definition of ground rules
Who, where, when, how, limits?
• STEP 3: Clarification and justification
Explain, amplify, clarify, bolster and justify your original demands to meet the negotiation
• STEP 4: Bargaining and problem solving
Make concessions
• STEP 5: Closure and implementation
Formalizing agreement and develop necessary procedures for implementation and monitoring |
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Term
| LG7- Show how individual differences influence negotiations |
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Definition
o Personality traits:
-Not successful: agreeable and extraverted
-Successful: disagreeable and introverted
o Moods/emotions
-Successful: display anger for distributive negotiations.
For integrative: positive moods
o Gender differences:
Men negotiate better than women |
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Term
| LG8- Assess the roles and functions of third party negotiations |
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Definition
o Mediator
Neutral third party who facilitates a negotiated solution by using reasoning and persuasion, suggesting alternatives etc
-> very effective except when conflict intensity is too high
o Arbitrator
Authority to dictate an agreement
-> always results in a settlement but conflict may resurface over time
o Conciliator
Provides informal communication link between negotiator and opponent.
No authority to dictate agreement. They engage in fact-finding, interpreting messages and persuading to develop agreement
o Consultant
attempts to facilitate creative problem solving through communication and analysis
-> to improve relations -> outcome better -> long-term solution because of the positive attitude between conflicting parties |
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Term
| LG9- Describe cultural differences in culture and negotiation. |
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Definition
Belgium- low workplace conflict
France- most likely to avoid conflict
Germany- most conflict in the workplace
Netherlands- lowest level of conflict
United Kingdom- least likely to say they experience conflict, similar to the dutch. |
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