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OB Ch11
Observational Behaviour Chapter 11, Scandura 2nd Edition
| Term | Definition |
|---|---|
| Conflict | The process that begins when one party perceives that the other has negatively affected, or is about to negatively affect, something that he or she cares about |
| Conflict | Is a perception which do influence behavior and can be changed. Perceptions don't always line up with realities. |
| Substantive conflict | Where people have different opinions on important issues. (e.g., different opinion on which advertising campaign would best promote a new product.) |
| Affective conflict | This conflict engenders strong emotions (e.g., anger or disgust) and may be due to personality differences or arguments. |
| Process conflict | People disagree on what course of action to pursue or the best way to operate even after a decision has been made (e.g., disagreement on which aspect of project should be assigned to specific individuals) |
| Substantive conflict | Such conflict can result in better decisions because both sides have to defend their position |
| Affective conflict | This conflict may be highly disruptive to both parties and may even create stress for other members of the work group |
| Process conflict | This conflict reduces team performance |
| Dysfunctional (unproductive) conflict | Can harm relationships between leaders and followers and among teammates, and ultimately harms performance |
| Function (productive) conflict | Conflict may be productive if it aligns with the goals of the organization and improves performance |
| Task conflict | Disagreements about resource allocation, policies, or even interpretation of data are known as task conflict |
| Relationship conflict | Involves personality clashes or differences in values |
| Passion | The willingness to engage in activities with the team that team members love and value and in which they invest time and efforts together |
| Workplace bullying | Social interaction through which one individual is attacked by one or more individuals almost on a daily basis and for periods of many months, bringing the person into an almost helpless position with potentially high risk of expulsion |
| Workplace incivility | Low intensity deviant with ambiguous intent to harm the target, in violation of workplace norms for mutual respect |
| Uncivil behaviors | Characteristically rude and discourteous, displaying a lack of regard for others |
| Workplace aggression | Overt physical or nonphysical behavior that harms others at work (e.g., yelling, pushing...) |
| Abusive supervision | Root cause of stress in workplace Supervisors engage in hostile behavior |
| Deviant behavior by coworkers | Can affect others in three ways: Direct effects Indirect effects Ambient impact |
| Direct effects | Where employee is the target of a coworker's deviant act |
| Indirect effects | (Vicarious impact) where an employee is affected by learning of another coworker's deviant behaviors |
| Ambient impact | Collective deviant behavior creates a hostile working environment, may build and create "toxic" workplace |
| Toxic workplace | Involves organization hierarchy and politics |
| Going postal | Term that denotes the situation in which organizational members suddenly become extremely violent |
| Conflict resolution | Can be seen as two dimensions (concern for self and concern for others) that reflect possible outcomes for handling interpersonal conflict |
| Integrating | High concern for self and others |
| Integrating | Both parties confront the issue directly and discuss alternative courses of action |
| Five conflict-handling styles | Integrating |
| Integration | Win-win benefits and conflict solves for longterm Time consuming Best for complex problems, strategic planning, and innovation |
| Obliging | Low concern for self High concern for others |
| Obliging | Person "gives in" to demands of others Temporary but resolves problem quickly |
| Dominating | High concern for self Low concern for others |
| Dominating | Focus on winning position at expense of others For small decisions and time pressure in crisis situation However may breed resentment |
| Avoiding | Low concern for self and others |
| Avoiding | Person withdraw from conflict situation For trivial decisions or when possibility of unproductive conflict is so high Temporary fix but conflict will return |
| Compromising | Moderate level of concern for self and others Give-and-take approach Everyone gets something in compromise but no one is completely satisfied with outcome |
| Facilitation | When a leader intervenes to resolve a conflict |
| Alternative dispute resolution | Methods to resolve conflict that both parties agree to without involving litigation |
| Ombudsperson | Person who works for university but hears grievances from students on an informal basis and attempts to resolve them |
| Honor code council (peer review process)/Dispute resolution panel | Resolving cases of alleged cheating by students |
| Conciliation | Leader may call in a neutral third party (e.g., manager) to attempt to resolve the conflict |
| Mediation | Third-party neutral person is called in to resolve the conflict Most common form of alternative dispute resolution |
| Mediation | Can improved workplace relationships, increased performance, imrpoved morale, and less occupational stress |
| Mediators | Formally trained and typically outside of organization of which conflict has occurred. |
| Steps in mediation | Participation Representation/reparation Validation/reintegration |
| Participation | Participants are actively involved in decision-making process -may found that simple misunderstandings are at heart of a dispute |
| Representation/reparation | Parties express their perspective and how they feel about what occurred. |
| Apology | One of most powerful form of reparation |
| Validation/reintegration | Parties work to solve a dispute in a cooperative and respectful way |
| Arbitration | Both parties agree in advance to accept the decision which is made by a neutral third party |
| Decision of arbitrator | Legally binding on all parties involved |
| Preferable process of usage in solving conflicts if needed | Facilitation or concilitation > ombudspersons or peer review > mediation or arbitration (most expensive) |
| Negotiation | One of key applications of conflict resolution techniques |
| Blowback effect | Where anger is faked, anger creates stress and may result in more impasses and less attractive outcomes during negotiations |
| Two types of negotiations | Distributive and intergrative |
| Contingency contract | Bridge concerns about future events that are brought up during the negotiation and become part of the agreement |
| Distributive bargaining | Hard bargaining - leads to higher economic outcomes |
| Integrative bargaining | Soft bargaining leads to higher emotional outcomes such as satisfaction and relationship development |
| Distributive bargaining | Approached as zero-sum game : one person gains at expense of the other -Fixed pie -First-offer effect -BATNA |
| Fixed pie | There is a limited amount of goods to be divided up and goal is to get the largest share |
| Best alternative to a negotiated agreement (BATNA) | Alternative if negotiators reaches an impasse and can't get ideal outcome "Getting to Yes: How to Get What You Want Without Giving In" |
| First-offer effect | Counteroffers and final offers correlate strongly with the first offer |
| Integrative bargaining | Believe an agreement can be reached that satisfies all concerns -Expanding pie: win-win solution -Sweetening the deal |
| Labor relations | Activities that labor unions and managers engage in to resolve conflicts between employers and employees represented by a union they have elected |
| Perspective taking | Cognitive process in which an individual adopts another person's views to better understand their preferences, values, and needs |
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ltt
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