Chapter 9 Notes - Chapter 9 Conflict and Negotiation...

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Chapter 9 – Conflict and Negotiation Conflict – 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. Functional Conflict: conflict that supports the goals of the group and improves its performance. Dysfunctional Conflict: conflict that hinders group performance. Cognitive Conflict: conflict that is task-oriented and related to differences in perspectives and judgments. Affective Conflict: conflict that is emotional and aimed at a person rather than an issue. Studies suggest that we can minimize the negative effects of conflict by focusing on preparing people for conflicts, developing resolution strategies, and facilitating open discussions. Sources of conflict Communication semantic difficulties, misunderstandings, and “noise” in the communication channels; when either too much or too little communication takes place Structure Size, specialization, and composition of the group The greater the ambiguity in defining responsibilities, the greater the potential for conflict Reward systems create conflict when one member’s gain is at another’s expense Leadership style can create conflict if managers tightly control and oversee the work of employees The diversity of goals among groups If one group is dependent on another, or if interdependence allows one group to gain at another’s expense Personal variables personality, emotions, and values Conflict Resolution – Conflict management strategies (Dual Concern Theory: considers how one’s degree of cooperativeness and assertiveness determine how a conflict is handled) Forcing: imposing one’s will on the other party. (win-lose situation)
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  • Winter '10
  • LISABARROW
  • Conflict, consultant, cooperativeness

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