Chapter 15 Conflict and Negotiation MULTIPLE CHOICE A Definition of Conflict 1. If no one is aware of conflict, it is generally agreed that _____.

a. employee-employer relations will be good b. conflict is subversive c. no conflict exists d. conflict is inevitable e. conflict is psychologically driven as opposed to physically manifest (c; Easy; Conflict; p. 485) 2. Which of the following is not included in the definition of conflict? a. perception b. disruption of tasks c. something that is cared about d. negative effects e. incompatibility (b; Easy; Conflict; p. 485) Transitions in Conflict Thought 3. What is one of the views of conflict? . a. the traditional view b. the human interactions view c. the relationist view d. the functional view e. the persuasive view (a; Easy; Traditional View of Conflict; p. 485) {AACSB: Analytic Skills} 4. The traditional view of conflict is the belief that conflict is _____. a. harmful b. natural c. necessary d. situationally-dependent e. neutral (a; Moderate; Traditional View of Conflict; p. 485) 5. The traditional view of conflict argues that conflict _____. a. cannot be avoided b. helps to generate discussion c. can be avoided d. improves productivity e. must be avoided (e; Moderate; Traditional View of Conflict; p. 485)

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Which one of the following is not part of the traditional view of conflict? a. inevitable b. must be avoided c. indicates malfunctioning d. harmful e. All of the above are parts of the traditional view of conflict. (a; Easy; Traditional View of Conflict; p. 485) 7. The ______ view of conflict argues that conflict arises from management failure. a. human relations b. interactionist c. traditional d. functional e. conjunctive (c; Moderate; Traditional View of Conflict; p. 485) 8. Which one of the following views on conflict dominates in most actual groups and organizations? a. human relations b. interactionist c. traditional d. functional e. asymptotic (c; Moderate; Traditional View of Conflict; p. 485) 9. The _____ view of conflict argues that conflict is a natural and inevitable outcome in any group. a. human relations b. interactionist c. traditional d. functional e. human resources (a; Moderate; Human Relations View of Conflict; p. 486) 10. The human relations view of conflict advocates _____ conflict. a. encouraging b. open communication for resolving c. group therapy for resolving d. acceptance of e. rejection of (d; Moderate; Human Relations View of Conflict; p. 486) 11. According to the interactionists perspective, a group that functions without conflict is _____. a. living up to behavioral ideals b. prone to becoming static and apathetic c. likely to be responsive to the need for change and innovation d. the most productive e. an rare phenomenon (b; Moderate; Interactionist View of Conflict; p. 486)

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The _____ view of conflict argues that conflict is necessary for a group to perform effectively. a. human relations b. interactionist c. traditional d. functional e. reactive (b; Moderate; Interactionist View of Conflict; p. 486) 13. Encouraging group leaders to maintain an ongoing minimum level of conflict is part of the _____ view of conflict. a. functional b. traditional c. human relations d. interactionist e. conjunctivist (d; Moderate; Interactionist View of Conflict; p. 486) 14. Which is not a type of conflict identified by the interactionist view? a. task b. organizational c. relationship d. process e. institutional (b; Easy; Interactionist View of Conflict; p. 486) 15. _____ conflict supports the goals of the group and improves its performance. a. Formal b. Informal c. Functional d. Dysfunctional e. Reactive (c; Easy; Functional Conflict; p. 486) 16. _____ conflict hinders group performance. a. Formal b. Informal c. Functional d. Dysfunctional e. Reactive (d; Easy; Dysfunctional Conflict; p. 486) 17. Conflict is functional if it _____. a. is accepted by all members of a group b. is satisfying to the individual members of the group c. causes group members to argue d. causes turnover e. none of the above (e; Moderate; Functional Conflict; p. 486) {AACSB: Analytic Skills}

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The most important criterion in determining whether conflict is functional or dysfunctional is _____. a. overall morale b. turnover rates c. absenteeism levels d. managements assessment e. performance (e; Moderate; Functional versus Dysfunctional Conflict; p. 486) 19. Conflict that relates to the content and goals of work is termed _____ conflict. a. job b. task c. relationship d. process e. communication (b; Moderate; Process Conflict; p. 486) 20. _____ conflict focuses on interpersonal interaction. a. Task b. Job c. Relationship d. Process e. Communication (c; Easy; Relationship Conflict; p. 486) 21. _____ conflict relates to how the work gets done. a. Task b. Job c. Relationship d. Process e. Reactive (d; Easy; Process Conflict; p. 486) 22. _____ conflicts are almost always dysfunctional. a. Task b. Job c. Relationship d. Process e. Personal (c; Moderate; Relationship Conflict; p. 486) 23. For process conflict to be productive, it must be _____. a. kept high b. kept low c. kept at low-to-moderate levels d. kept at moderate levels e. subject to managerial control (b; Moderate; Process Conflict; p. 486) {AACSB: Analytic Skills}

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For task conflict to be productive, it should be _____. a. kept high b. kept low c. kept at low-to-moderate levels d. kept at moderate levels e. subject to managerial control (c; Moderate; Task Conflict; p. 486) {AACSB: Analytic Skills} The Conflict Process 25. The first stage of the conflict process is termed _____. a. cognition and personalization b. behavioral manifestation c. potential opposition or incompatibility d. intention e. habituation (c; Easy; Potential Opposition or Incompatibility; p. 486) 26. The categories of causes or sources of conflict include all of the following except _____. a. communication b. structure c. group interaction d. personal variables e. All of the above are causes or sources of conflict. (c; Moderate; Sources of Conflict; p. 487) {AACSB: Analytic Skills} 27. Which of the following is not considered one of the potential sources of conflict? a. too much communication b. jurisdictional ambiguity c. value similarities d. short job tenure e. too little communication (c; Moderate; Sources of Conflict; p. 487) {AACSB: Analytic Skills} 28. High job specialization can lead to _____ conflict. a. communication b. structural c. personal-variable d. job-related e. team (b; Moderate; Structure; p. 488) 29. Stage II of the conflict process deals with conflict being _____. a. perceived and felt b. apparent and experienced c. expressed and perceived d. overt and covert e. internalized (a; Moderate; Perceived Conflict and Felt Conflict; p. 489)

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In which stage are conflict issues defined? a. potential opposition b. cognition and personalization c. intuitions d. behavior e. reaction and transference (b; Moderate; Cognition and Personalization; p. 489) 31. _____ intervene(s) between peoples perceptions and their overt behavior. a. Intuition b. Intention c. Cognition d. Attributions e. Attitudes (b; Moderate; Intentions; p. 489) 32. In assessing intentions, cooperativeness is the degree to which _____. a. one party attempts to satisfy the other partys concerns b. one party attempts to resolve conflict c. both parties work toward a common goal d. there is an absence of conflict e. one party can empathize with the other (a; Moderate; Cooperativeness; p. 490) 33. The dimension of assertiveness refers to situations _____. a. in which one party attempts to satisfy his/her own concerns b. in which there is an expression of competition c. involving a major behavior change d. that lead to conflict e. in which one party behaves generously (a; Moderate; Assertiveness; p. 490) 34. Which is not one of the five conflict-handling intentions? a. collaborating b. competing c. accommodating d. avoiding e. resisting (e; Moderate; Conflict-Handling Intentions; p. 490) {AACSB: Analytic Skills} 35. The conflict-handling intention of collaborating is _____. a. assertive and uncooperative b. assertive and cooperative c. unassertive and uncooperative d. unassertive and cooperative e. affective and reflective (b; Challenging; Collaborating; p. 490) {AACSB: Analytic Skills}

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The conflict-handling intention of avoiding is _____. a. assertive and uncooperative b. assertive and cooperative c. unassertive and uncooperative d. unassertive and cooperative e. assertive and reflective (c; Challenging; Avoiding; p. 490) {AACSB: Analytic Skills} 37. The conflict-handling intention of accommodating is _____. a. assertive and uncooperative b. assertive and cooperative c. unassertive and uncooperative d. unassertive and cooperative e. reflective and emotional (d; Challenging; Accommodating; p. 490) {AACSB: Analytic Skills} 38. Which of the following conflict-handling orientations might involve attempting to find a win-win solution? a. avoiding b. collaborating c. accommodating d. compromising e. mollifying (b; Moderate; Collaborating; p. 490) 39. Which type of conflict-handling intention results in a person seeking to suppress conflict? a. competing b. avoiding c. accommodating d. compromising e. collaborating (b; Easy; Avoiding; p. 490) 40. When one party is willing to sacrifice in order to maintain the relationship, this type of intention is called _____. a. sacrificing b. accommodating c. collaborating d. compromising e. competing (b; Easy; Accommodating; p. 490) 41. In which stage of the conflict process does conflict become visible? a. illumination b. intentions c. potential opposition or incompatibility d. behavior e. cognition and personalization (d; Moderate; Behavior; p. 491) {AACSB: Analytic Skills}

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Which stage of the conflict process is best conceptualized as a dynamic process of interaction? a. I b. II c. III d. IV e. V (d; Challenging; Behavior; p. 491) {AACSB: Analytic Skills} 43. Conflict management techniques can _____ conflict. a. resolve b. stimulate c. lead to a higher probability of concurrent d. both resolve and stimulate e. none of the above (d; Easy; Conflict-Management Techniques; p. 492) 44. Which of the following is not a conflict-resolution technique? a. creating superordinate goals b. appointing a devils advocate c. avoiding the conflict d. exercising authoritative command e. generating additional resources (b; Moderate; Conflict-Resolution Techniques; p. 492) {AACSB: Analytic Skills} 45. Which of the following is a conflict-stimulation technique? a. expansion of resources b. compromise c. bringing in outsiders d. exercising authoritative command e. problem solving (c; Easy; Conflict-Stimulation Technique; p. 492) {AACSB: Analytic Skills} 46. What is the overall goal of conflict management? a. achieving the desired conflict level b. resolving conflict c. stimulating conflict d. identifying conflict e. assessing the source of conflict (a; Moderate; Conflict Management; p. 492) 47. Which one of the following might not be a functional outcome of the conflict process? a. stimulates creativity b. increases innovation c. fosters environment of self-evaluation d. relieves tensions e. avoids risk (e; Moderate; Functional Outcomes of the Conflict Process; pp. 492-493) {AACSB: Analytic Skills}

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Conflict is dysfunctional when it _____. a. provides a medium to release tension b. reduces group cohesiveness c. fosters an environment of self-evaluation d. provides a means for expressing frustration e. leads to change (b; Moderate; Dysfunctional Outcomes of the Conflict Process; p. 494) {AACSB: Analytic Skills} Negotiation 49. Negotiation can be defined as a process in which two or more parties exchange goods or services and attempt to agree upon _____. a. the exchange rate for those goods and services b. acceptable bargaining strategies for obtaining the goods and services c. a model of the negotiation process for resolving differences d. effective arbitrators for disputes e. the monetary value of the exchanged items (a; Easy; Negotiation; p. 495) 50. The terms negotiation and _____ are used interchangeably. a. win-lose b. bargaining c. collaboration d. accommodating e. arbitration (b; Easy; Negotiation and Bargaining; p. 495) 51. The two general approaches to bargaining are known as ________. a. emotional and rational. b. affective and reflective c. distributive and integrative d. formal and informal. e. legal and restrictive. (c; Moderate; Bargaining Strategies; p. 496) {AACSB: Analytic Skills} 52. _____ bargaining is negotiation that seeks to divide a fixed pie. a. Distributive b. Integrative c. Reflective d. Affective e. Conjunctive (a; Moderate; Distributive Bargaining; p. 496) 53. The example of labor-management negotiations over wages exemplifies _____ bargaining. a. integrative b. reflective c. distributive d. restrictive e. affective (c; Moderate; Distributive Bargaining; p. 496) {AACSB: Analytic Skills}

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The focus of relationships in distributive bargaining is _____. a. accommodation b. the long term c. the short term d. win-win e. lose-lose (c; Moderate; Distributive Bargaining; p. 496) 55. Integrative bargaining focuses on _____. a. competition b. short-term benefits c. zero-sum gains d. ensuring balanced inputs e. long-term relationships (e; Moderate; Integrative Bargaining; p. 496) 56. The point below which either negotiating party would break off negotiations is known as the partys _____ point. a. resistance b. refusal c. target d. negative e. assistance (a; Moderate; Resistance Point; p. 496) 57. Which bargaining strategy is preferable for use in intra-organizational behavior? a. positive negotiation b. distributive bargaining c. integrative bargaining d. equal bargaining e. equity splitting (c; Moderate; Integrative Bargaining; p. 499) 58. Which of the following is not a step in the negotiation process? a. definition of ground rules b. clarification and justification c. bargaining and problem solving d. process evaluation e. preparation and planning (d; Moderate; The Negotiation Process; pp. 499-500) {AACSB: Analytic Skills} 59. Your _____ determines the lowest value acceptable to you for a negotiated agreement. a. BATNA b. margin of error c. bid price d. asking price e. hidden value (a; Moderate; BATNA; p. 500)

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During which phase of the negotiation process do the parties exchange their initial proposals or demands? a. opening and initiating b. definition of ground rules c. clarification and justification d. bargaining and problem-solving e. integration of preferences (b; Easy; Definition of Ground Rules; p. 500) 61. Which of the following is most likely to promote the success of mediation? a. high motivation of the disputing parties b. extensive experience of the mediator c. high level of conflict intensity d. shared perceptions of the mediator as coercive e. shared perceptions of the mediator as biased (a; Moderate; Mediation; p. 503) {AACSB: Analytic Skills} 62. Which of the following methods of third-party negotiation always results in a settlement? a. mediation b. consultancy c. arbitration d. conciliation e. execution (c; Easy; Arbitration; p. 504) 63. What factor would most likely increase the negative impact of an arbitration session? a. limited options of the arbitrator b. heavy-handedness of the arbitrator c. compulsory nature of the arbitration d. voluntary nature of the arbitration e. establishment of an agreement that is non-binding (b; Moderate; Arbitration; p. 504) 64. In third-party negotiations, a third party who provides an informal communication link between the negotiator and the opponent is known as a(n) _____. a. mediator b. arbitrator c. consultant d. conciliator e. executor (d; Moderate; Conciliator; p. 504) TRUE/FALSE A Definition of Conflict 65. Conflict implies opposition. (True; Easy; Conflict; p. 485) 66. Conflict covers the full range from overt and violent acts to subtle forms of disagreement. (True; Easy; Conflict; p. 485)

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Transitions in Conflict Thought 67. The presence of conflict is a reliable indicator of a poorly functioning group or organization. (False; Easy; Views of Conflict; p. 486) 68. The traditional view toward conflict seeks to retain the functional conflict in a group. (False; Moderate; Traditional View of Conflict; p. 485) 69. The traditional view of conflict sees conflict as a dysfunctional outcome. (True; Easy; Traditional View of Conflict; p. 485) 70. The traditional view of conflict states that conflict is natural and inevitable and therefore must be accepted. (False; Easy; Traditional View of Conflict; p. 485) 71. The human relations view of conflict proposes that too little conflict can hinder a groups performance. (True; Moderate; Human Relations View of Conflict; p. 486) 72. The interactionist view of conflict proposes that conflicts are inevitable. (False; Moderate; Interactionist View of Conflict; p. 486) 73. Dysfunctional conflict can be constructive. (False; Easy; Dysfunctional Conflict; p. 486) 74. Relationship conflict focuses on how work gets done through people. (False; Moderate; Relationship Conflict; p. 486) 75. Process conflict relates to the content and goals of a groups work. (False; Moderate; Process Conflict; p. 486) 76. For process conflict to be productive, it must be active and significant. (False; Challenging; Process Conflict; p. 486) The Conflict Process 77. The first stage of the conflict process is cognition. (False; Easy; The Conflict Process; p. 486) 78. The three conditions that create the opportunity for conflict are communication, structure, and organizational variables. (False; Easy; Sources of Conflict; p. 487) 79. The potential for conflict can actually be increased if too much information is communicated. (True; Moderate; Communication; p. 487) 80. The channel that an individual chooses for communication represents an example of a structural cause of potential conflict. (False; Challenging; Communication; p. 487) 81. The size of a group can lead to potential conflict. (True; Easy; Structure; p. 488)

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82. Jurisdictional clarity is an example of a personal variable that can lead to conflict. (False; Moderate; Structure; p. 488) 83. The degree of interdependence between groups is an example of a structural variable that can lead to conflict. (False; Moderate; Structure; p. 488) 84. In the conflict process, emotions play a minor role in shaping perceptions. (False; Moderate; Personal Variables; p. 489) 85. Once a conflict is perceived, it is automatically personalized. (False; Moderate; Personalization; p. 489) 86. You have to be directly informed of anothers intent in order to know how to respond to his or her behavior. (False; Challenging; Intentions; p. 489) 87. As a conflict-handling intention, avoiding is the opposite of competing. (False; Challenging; Conflict-Handling Intentions; p. 490) 88. Competing consists of assertiveness and uncooperativeness. (True; Easy; Competing; p. 490) 89. Collaborating consists of assertiveness and cooperativeness. (True; Moderate; Collaborating; p. 490) 90. Avoiding encompasses both assertive and uncooperative behaviors. (False; Moderate; Avoiding; p. 490) 91. Accommodating consists of unassertiveness and uncooperativeness. (False; Moderate; Accommodating; p. 490) 92. Compromising generally reflects a lack of assertiveness. (False; Challenging; Compromising; p. 490) 93. If you place your opponents interest above your own, you are engaging in collaborating. (False; Moderate; Collaborating; p. 490) 94. In the conflict process, individuals intentions are rigid and will rarely change due to an emotional reaction to the behavior of the other party. (False; Easy; Intentions; p. 491) 95. Many open and aggressive conflicts in work groups are functional. (False; Easy; Conflict-Intensity Continuum; p. 492) 96. Avoidance of conflict involves playing down differences while emphasizing common interests between the conflicting parties. (False; Moderate; Conflict-Resolution Techniques; p. 492) 97. Conflict always improves the quality of group decision making. (False; Easy; Constructive Conflict; pp. 492-493)

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98. Conflict is an antidote for groupthink. (True; Moderate; Functional Outcomes of the Conflict Process; p. 493) 99. Dysfunctional conflict hinders a groups performance. (True; Easy; Dysfunctional Outcomes of the Conflict Process; p. 494) 100. A reduction in group cohesiveness is a desirable consequence of conflict. (False; Easy; Dysfunctional Outcomes of the Conflict Process; p. 494) 101. Those organizations that dont remedy dissent may find their survival threatened. (False; Challenging; Creating Functional Conflict; p. 494) 102. IBM purposely encourages big, unruly, and disruptive meetings to create friction and stimulate creative ideas. (False; Challenging; Creating Functional Conflict; p. 495) 103. One common ingredient in organizations that successfully create functional conflict is that they reward dissent and punish conflict avoiders. (True; Moderate; Creating Functional Conflict; p. 495) Negotiation 104. Negotiation permeates the interactions of almost everyone in groups and organizations. (True; Easy; Negotiation; p. 495) 105. Negotiation is 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. (False; Challenging; Negotiation; p. 495) 106. Compromise is defined as a process in which two or more parties agree to trade particular goods or services. (False; Easy; Negotiation; p. 495) 107. There are two general approaches to negotiation: distributive bargaining and integrative bargaining. (True; Moderate; Bargaining Strategies; p. 496) 108. If you are negotiating the price of a car, you are probably using an integrative bargaining strategy. (False; Moderate; Distributive Bargaining; p. 496) 109. An individuals target point represents the lowest outcome that he or she would accept during a negotiation process. (False; Moderate; Target Point; p. 496) 110. If the aspiration ranges of two parties overlap, then a settlement range for the conflict exists. (True; Moderate; The Bargaining Zone; p. 497) 111. Integrative bargaining is widely used in to solve problems within todays business organizations. (False; Moderate; Integrative Bargaining; p. 499) 112. Your BATNA determines the target value you hope for in a negotiated agreement. (False; Moderate; BATNA; p. 500)

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Even when their performance and the outcomes they achieve are similar to men, female managers demonstrate less confidence in anticipating their negotiations and are less satisfied with their performance after the process is complete. (True; Moderate; Gender and Conflict; p. 503) {AACSB: Multicultural and Diversity} 114. Third parties are usually called in to help resolve disputes when the parties have reached a stalemate. (True; Moderate; Third-Party Negotiations; p. 504) 115. There is a great deal of overlap between mediation and conciliation. (True; Challenging; Third-Party Negotiations; p. 504) 116. In third party negotiations, a consultants role is not to settle the issues, but, rather, to improve relations between the conflicting parties so that they can reach a settlement themselves. (True; Moderate; Consultant; p. 504) Global Implications 117. The cultural backgrounds of negotiators have no significant effect on bargaining. (False; Easy; Cultural Differences in Negotiations; p. 505) SCENARIO-BASED QUESTIONS Application of Transitions in Conflict Thought and Functional Conflict It seems that your work group is in conflict much of the time. One colleague has suggested that you, as the supervisor, are responsible for eliminating the conflict so that your work group can function harmoniously. Another colleague has suggested that conflict is good for stimulating creativity and productivity within the work environment. You are unsure about whether you should try to eliminate the conflict within your group or learn to deal with it positively. 118. If you support the idea that conflict should be eliminated, you are supporting which of the following views of conflict? a. the traditional view b. the human relations view c. the interactionist view d. the moderated acceptance view e. the positivistic view (a; Moderate; Traditional View of Conflict; p. 485) {AACSB: Analytic Skills} 119. You have decided to accept conflict as a natural occurrence and deal with it. You are supporting ________. a. the traditional view b. the human relations view c. the interactionist view d. the behavior modification view e. the positivistic view (b; Moderate; Human Relations View of Conflict; p. 486) {AACSB: Analytic Skills}

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You decide to do more research on the view that conflict should be encouraged as a means to achieve change and innovation. This view is termed ________. a. the traditional view b. the human relations view c. the interactionist view d. the acceptance view e. the promotional view (c; Moderate; Interactionist View of Conflict; p. 486) {AACSB: Analytic Skills} 121. You have decided to allow the conflict to exist so long as it doesnt hinder group performance. You will try to eliminate _____ conflict. a. functional b. dysfunctional c. task d. individualized e. non-communicative (b; Easy; Dysfunctional Conflict; p. 486) {AACSB: Analytic Skills} 122. When your work group disagrees, the disagreements usually concern how the groups work should be accomplished. The type of conflict experienced by your group is ________. a. task conflict b. relationship conflict c. process conflict d. traditional conflict e. reactive conflict. (c; Moderate; Process Conflict; p. 486) {AACSB: Analytic Skills} Application of Functional and Dysfunctional Outcomes Jennifer has come to realize that conflict has both functional, as well as dysfunctional, outcomes. She has observed examples of both in her organization. 123. Last month, Jennifers department experienced constructive conflict during a meeting. Which of the following is not an outcome of this functional conflict? a. the quality of decisions is improved b. creativity and innovation are stimulated c. tensions are released d. groupthink is increased e. interest and curiosity are encouraged (d; Moderate; Functional Outcomes of the Conflict Process; p. 493) {AACSB: Analytic Skills} 124. When yes people are hired and promoted, _____ outcomes are likely to result. a. improved organizational b. functional c. dysfunctional d. enhanced policy e. harmonious (c; Challenging; Dysfunctional Outcomes of the Conflict Process; p. 494) {AACSB: Analytic Skills}

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Which of the following statements is true regarding conflict? a. It can be positively related to productivity. b. It can be dysfunctional. c. It can arise from diversity. d. Only A and B are true. e. All of the above are true. (d; Moderate; Conflict; p. 494) {AACSB: Analytic Skills}

126.

Jennifers boss asks for her recommendations on strategies for promoting functional conflict within the company. Which of the following is Jennifer most likely to recommend? a. punishing individuals who support beliefs that management has rejected b. empowering employees to question their bosses with impunity c. implementing a policy of promoting personnel who are conflict avoiders d. training managers to discourage devils advocates in the decision-making process e. encouraging managers to reward employees who keep their opinions to themselves (b; Moderate; Creating Functional Conflict; p. 495) {AACSB: Analytic Skills} 127. Jennifers boss decides to implement a new policy whereby employees provide regular, formalized feedback to their supervisors. Employees are encouraged to evaluate and criticize their superiors. Based on your understanding of functional conflict, is this policy likely to benefit Jennifers company? a. No, because the evaluations will promote relationship conflict, which is always dysfunctional. b. Yes, because the evaluations will encourage groupthink, which increases turnover. c. No, because the evaluations will create a climate of insecurity for the companys management. d. No, because the evaluations will generate dysfunctional conflict, which breeds discontent. e. Yes, because the evaluations will encourage functional conflict, which improves organizational performance. (e; Challenging; Creating Functional Conflict; pp. 494-495) {AACSB: Analytic Skills} Application of Bargaining Strategies Labor and management at DJ Trucking cannot agree upon a contract for the truck drivers. The drivers are threatening to strike, and management knows that such a strike would be very costly. Each side contends that they are bargaining fairly, but no agreement seems to be possible. 128. Both sides agree that they are competing over a fixed amount of resources. Each side feels that what one side wins, the other loses. The two sides are engaged in ________. a. integrative bargaining b. distributive bargaining c. mediation d. BATNA e. arbitration (b; Moderate; Distributive Bargaining; p. 496) {AACSB: Analytic Skills} 129 Which of the following is a characteristic of distributive bargaining? a. I win, you win b. long-term focus c. convergent or congruent interests d. opposed interests e. high information sharing (d; Moderate; Distributive Bargaining; p. 496) {AACSB: Analytic Skills}

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You have decided to try to find a win-win situation to help labor and management resolve their differences. You are attempting to engage in ________. a. integrative bargaining b. distributive bargaining c. mediation d. BATNA e. arbitration (a; Moderate; Integrative Bargaining; p. 496) {AACSB: Analytic Skills} 131. At first, the disputing parties resist your offer to help create a win-win situation for both groups. They are each highly focused on their demands in the negotiation, otherwise known as their ________. a. bargaining chips b. distribution points c. resistance points d. settlement ranges e. target points (e; Moderate; Target Point; p. 496) {AACSB: Analytic Skills} 132. The labor group decides to make use of the good cop, bad cop strategy to improve their leverage in the negotiations. One labor representative is chosen to play the bad cop negotiator, and another is chosen as the good cop negotiator. Based on your understanding of bargaining tactics, is this approach likely to be successful? a. No, because the trucking companys management team is likely to reject any threats. b. Yes, but only if the good cop becomes involved in the proceedings after the bad cop has participated. c. Yes, but only if the good cop and the bad cop speak individually to their opponents. d. Yes, but only if the bad cop is introduced into the negotiations after the good cop has spoken. e. No, because the trucking companys management team is likely to use the same negotiating tactic. (b; Challenging; Integrative Bargaining; p. 499) {AACSB: Analytic Skills} Application of Issues in Negotiation Playbill, Inc. is a company that hires culturally diverse people to perform Shakespearean plays for high school students. The company employ actors and actresses from all over they world. The actors and actresses have joined together to ask Playbill for higher salaries. The employees are struggling over deciding who will negotiate for them. 133. Which of the following statements is true pertaining to the role of personality traits in negotiations? a. Personality of the negotiators will determine, to a large extent, who prevails. b. Recent research has shown that extraverts are less effective negotiators than introverts. c. High risk takers will be better negotiators. d. Individuals with an internal locus of control will be better negotiators. e. Individuals who are concerned with appearing competent make excellent negotiators. (b; Challenging; Personality Traits in Negotiations; p. 501) {AACSB: Analytic Skills} 134. Which of the following statements is false concerning gender differences in negotiations? a. Women are neither worse nor better negotiators than men. b. Womens attitudes toward negotiation and toward themselves as negotiators appear to be quite different from mens. c. Low-power managers, regardless of gender, attempt to placate their opponents. d. Women are more cooperative, pleasant, and relationship oriented in negotiations than men. e. Men tend to negotiate slightly better outcomes than women. 68

(d; Challenging; Gender and Conflict; p. 503) {AACSB: Multicultural and Diversity} {AACSB: Analytic Skills} Application of Third-Party Negotiations Alpha Construction is having a dispute with a home buyer about some of the terms of their building contract. Both Alpha and the home buyer want to avoid the expense of going to court, but they cannot agree on how to settle their disagreement. 135. Alpha wants to bring in a neutral third party who will facilitate a negotiated solution by using reasoning, persuasion, suggesting alternatives, and the like. This person is a(n) ________. a. mediator b. arbitrator c. conciliator d. consultant e. officiant (a; Moderate; Mediator; p. 503) {AACSB: Analytic Skills} 136. The home buyer wants to bring in a third party who will have the authority to dictate an agreement. This person is a(n) ________. a. mediator b. arbitrator c. conciliator d. consultant e. officiant (b; Moderate; Arbitrator; p. 503) {AACSB: Analytic Skills} 137. The two parties eventually agree to ask Sam Jones, an attorney and trusted friend, to help them informally to solve their problem. Sam's role is that of a(n) ________. a. mediator b. arbitrator c. conciliator d. consultant e. officiant (c; Moderate; Conciliator; p. 504) {AACSB: Analytic Skills} SHORT DISCUSSION QUESTIONS 138. How is conflict defined? Conflict is defined as 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. This includes the full range of conflict levels from overt and violent acts to subtle forms of disagreement. (Easy; Conflict; p. 485) {AACSB: Analytic Skills} 139. Define and describe the human relations view of conflict. The human relations position argued that conflict was a natural occurrence in all groups and organizations. Since conflict was inevitable, the human relations school advocated acceptance of conflict. Proponents rationalized its existence: It cannot be eliminated, and there are even times when conflict may benefit a groups performance. The human relations view dominated conflict theory from the late 1940s through the mid-1970s. (Easy; Human Relations View of Conflict; p. 486) {AACSB: Analytic Skills}

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Distinguish between functional conflict and dysfunctional conflict. Some conflicts support the goals of the group and improve its performance; these are functional, constructive forms of conflict. Additionally, there are conflicts that hinder group performance; these are dysfunctional or destructive forms of conflict. (Easy; Functional Conflict and Dysfunctional Conflict; p. 486) {AACSB: Analytic Skills}

141.

Explain the three types of conflict: task conflict, relationship conflict, and process conflict. There are three types of conflict: task, relationship, and process. a) Task conflict relates to the content and goals of the work. b) Relationship conflict focuses on interpersonal relationships. c) Process conflict relates to how the work gets done. (Easy; Types of Conflict; p. 486) {AACSB: Analytic Skills}

142.

Identify the five stages of the conflict process. The five stages of the conflict process are: a) potential opposition or incompatibility, b) cognition and personalization, c) intentions, d) behavior, and e) outcomes. (Easy; Process Conflict; p. 486) {AACSB: Analytic Skills}

143.

Identify the five primary conflict-handling intentions, giving the title of each and the cooperative and assertiveness dimensions of each. a) b) c) d) Competing (assertive and uncooperative), Collaborating (assertive and cooperative), Avoiding (unassertive and uncooperative), Accommodating (unassertive and cooperative), and e) Compromising (midrange on both assertiveness and cooperativeness). (Easy; Conflict-Handling Intentions; p. 490) {AACSB: Analytic Skills}

144.

Discuss what is meant by dysfunctional outcomes of conflict. Destructive outcomes of conflict include the following: uncontrolled opposition breeds discontent, which acts to dissolve common ties, and eventually leads to the destruction of the group. Conflict can also reduce group effectiveness. Among the most undesirable consequences are a retarding of communication, reductions in group cohesiveness, and subordination of group goals to the primacy of infighting between members. At the extreme, conflict can bring group functioning to a halt and potentially threaten the groups survival. (Moderate; Dysfunctional Outcomes of the Conflict Process; p. 494) {AACSB: Analytic Skills}

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MEDIUM LENGTH DISCUSSION QUESTIONS 145. Define and describe the traditional view of conflict. This school of thought has argued that conflict must be avoidedthat it indicates a malfunctioning within the group. The early approach to conflict assumed that all conflict was bad. Conflict was viewed negatively, and it was used synonymously with such terms as violence, destruction, and irrationality to reinforce its negative connotation. Conflict, by definition, was harmful and was to be avoided. The traditional view was consistent with the attitudes that prevailed about group behavior in the 1930s and 1940s. Conflict was seen as a dysfunctional outcome resulting from poor communication, a lack of openness and trust between people, and the failure of managers to be responsive to the needs and aspirations of their employees. (Moderate; Traditional View of Conflict; p. 485) {AACSB: Analytic Skills} 146. Define and describe the interactionist view of conflict. The interactionist approach encourages conflict on the grounds that a harmonious, peaceful, tranquil, and cooperative group is prone to becoming static, apathetic, and nonresponsive to needs for change and innovation. The major contribution of the interactionist approach, therefore, is encouraging group leaders to maintain an ongoing minimum level of conflictenough to keep the group viable, self-critical, and creative. Given the interactionist viewand it is the one that our author takesit becomes evident that to say conflict is all good or bad is inappropriate and naive. Whether a conflict is good or bad depends on the type of conflict. (Moderate; Interactionist View of Conflict; p. 486) {AACSB: Analytic Skills} 147. Discuss the three general categories of conditions which may be the sources of conflict. The three general categories of conditions which may be the sources of conflict are communication, structure, and personal variables. a) Communication represents those opposing forces that arise from semantic difficulties, misunderstandings, and noise in the communication channels. Differing word connotations, jargon, insufficient exchange of information, and noise in the communication channel are all barriers to communication and potential antecedent conditions to conflict. The potential for conflict increases when either too little or too much communication takes place. b) Structure includes variables such as size, degree of specialization in the tasks assigned to group members, jurisdictional clarity, member-goal compatibility, leadership styles, reward systems, and the degree of dependence between groups. c) Personal variables include individual value systems that each person has and the personality characteristics that account for individual idiosyncrasies and differences. (Moderate; Sources of Conflict; p. 487) {AACSB: Analytic Skills}

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148.

Identify the behaviors to be expected from persons who exhibit each of the five primary conflicthandling intentions.

a) When one person seeks to satisfy his or her own interests, regardless of the impact
on the other parties to the conflict, he or she is competing.

b) In collaborating, the intention of the parties is to solve the problem by clarifying

differences rather than by accommodating various points of view.

c) In avoiding, a person may recognize that a conflict exists and want to withdraw from
it or suppress it.

d) When one party seeks to appease an opponent, that party may be willing to place the
opponents interests above his or her own.

e) In order for the relationship to be maintained, one party is willing to be self-sacrificing

by accommodating.

f) In compromising, there is no clear winner or loser. Rather, there is a willingness to

ration the object of the conflict and accept a solution that provides incomplete satisfaction of both parties concerns. Each party to the conflict seeks to give up something and sharing occurs, resulting in a compromised outcome. (Moderate; Conflict-Handling Intentions; p. 490) {AACSB: Analytic Skills} 149. When is conflict constructive? Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members, provides the medium through which problems can be aired and tensions released, and fosters an environment of self-evaluation and change. Conflict can improve the quality of decision making by allowing all points, particularly the ones that are unusual or held by a minority, to be weighed in important decisions. Conflict is an antidote for groupthink. It doesnt allow the group passively to rubber stamp decisions that may be based on weak assumptions, inadequate consideration of relevant alternatives, or other debilities. Conflict challenges the status quo and therefore furthers the creation of new ideas, promotes reassessment of group goals and activities, and increases the probability that the group will respond to change. (Moderate; Constructive Conflict; pp. 492-493) {AACSB: Analytic Skills} 150. How can functional conflict be created? To create functional conflict, organizations must encourage and support dissent. They should encourage their people to challenge the system and develop fresh ideas. Companies can encourage unruly and disruptive meetings to create friction and stimulate creative ideas. They can reward dissenters by recognizing those who go against the grain. They can criticize their bosses and question without impunity. Some may build devils advocates into the decision process. One common ingredient in organizations that successfully create functional conflict is that they reward dissent and punish conflict avoiders. Managers have to learn to take the bad news without flinching. (Moderate; Creating Functional Conflict; pp. 494-495) {AACSB: Analytic Skills}

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151.

Distinguish between the roles of mediator, arbitrator, conciliator, and consultant. There are four basic third-party roles: mediator, arbitrator, conciliator, and consultant. a) A mediator is a neutral third party who facilitates a negotiated solution by using reasoning and persuasion, suggesting alternatives, and the like. b) An arbitrator is a third party with the authority to dictate an agreement. c) A conciliator is a trusted third party who provides an informal communication link between the negotiator and the opponent. d) A consultant is a skilled and impartial third party who attempts to facilitate problem solving through communication and analysis, aided by his or her knowledge of conflict management. The consultants role is not to settle the issues but, rather, to improve relations between the conflicting parties so that they can reach a settlement themselves. (Moderate; Third-Party Negotiations; p. 504-505) {AACSB: Analytic Skills}

COMPREHENSIVE ESSAYS 152. Compare and contrast the three schools of thought regarding conflict in groups and organizations. Describe how your view fits or differs from these views. a) The traditional view of conflict argues that conflict must be avoided. Conflict indicates a malfunctioning within the group. b) The human relations view argues that conflict is a natural and inevitable outcome in any group and that it need not be evil, but rather has the potential to be a positive force in determining group performance. c) The third, and most recent perspective, proposes not only that conflict can be a positive force in a group but explicitly argues that some conflict is absolutely necessary for a group to perform effectively. This is the interactionist view. Students should describe their own views and clarify how they fit and do not fit with each of the views given here. (Challenging; Views of Conflict; pp. 485-486) {AACSB: Reflective Thinking} {AACSB: Analytic Skills}

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153.

Outline and discuss the conflict process. The conflict process can be seen as comprising five stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes. a) The first step in the conflict process is the presence of conditions that create opportunities for conflict to arise. They need not lead directly to conflict, but one of these conditions is necessary if conflict is to surface. These conditions are communication, structure, and personal variables. If the conditions cited in Stage I negatively affect something that one party cares about, then the potential for opposition or incompatibility becomes actualized in the second stage. The antecedent conditions can only lead to conflict when one or more of the parties are affected by, and aware of, the conflict. b) Stage II is cognition and personalization. This is where conflict issues tend to be defined. c) In Stage III, intentions intervene between peoples perceptions and emotions and their overt behavior. These intentions are decisions to act in a certain way. d) When most people think of conflict situations, they tend to focus on Stage IV because this is where conflicts become visible. The behavior stage includes statements, actions, and reactions made by the conflicting parties. e) The action-reaction interplay between the conflicting parties results in consequences. These outcomes in Stage V may be functional in that the conflict results in an improvement in the groups performance, or dysfunctional in that it hinders group performance. (Challenging; The Conflict Process; pp. 486-493) {AACSB: Analytic Skills}

154.

Discuss the two general approaches to negotiation. There are two general approaches to negotiation distributive bargaining and integrative bargaining. a) Distributive bargaining is characterized by zero-sum conditions. Each negotiator has a target point that defines what he or she would like to achieve. Each also has a resistance point, which marks the lowest outcome that is acceptable the point below which they would break off negotiations rather than accept a less favorable settlement. The area between these two points makes up each ones aspiration range. As long as there is some overlap between A and Bs aspiration ranges, there exists a settlement range where each ones aspirations can be met. b) Integrative bargaining operates under the assumption that there exists one or more settlements that can create a win-win solution. Both parties must be open with information and candid about their concerns, have a sensitivity to each others needs, the ability to trust one another, and a willingness by both parties to maintain flexibility. (Moderate; Bargaining Strategies; pp. 496-498) {AACSB: Analytic Skills}

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