The most common form of conflict resolution is
- avoiding.
- competing.
- compromise.
- collaboration.
- accommodating.
Compromise (moderate assertiveness, moderate cooperation) occurs when conflict is resolved through give-and-take concessions. Compromise is perhaps the most common form of conflict resolution, whereby each party's losses are offset by gains and vice versa. It is seen as an easy form of resolution, maintains relations between parties, and generally results in favorable evaluations for the leader.
Compromise: A conflict resolution style by which conflict is resolved through give-and-take concessions.
Moderate assertiveness and moderate cooperation occur when conflict is resolved through
- accommodating.
- collaboration.
- compromise.
- competing.
- avoiding.
Compromise (moderate assertiveness, moderate cooperation) occurs when conflict is resolved through give-and-take concessions.
Compromise: A conflict resolution style by which conflict is resolved through give-and-take concessions.
Sharelle has a conflict resolution style that works for her. Whenever she is involved in settling an issue, everybody comes away feeling that for anything they lost, they gained something else in return. Her efforts have helped save friendships and prevent interdepartmental rivalries from taking over, and along the way she has gotten positive evaluations from everyone who has ever worked for her. Sharelle is adept at the conflict resolution style known as
- accommodating.
- collaboration.
- compromise.
- competing.
- avoiding.
Compromise (moderate assertiveness, moderate cooperation) occurs when conflict is resolved through give-and-take concessions. Compromise is perhaps the most common form of conflict resolution, whereby each party's losses are offset by gains and vice versa. It is seen as an easy form of resolution, maintains relations between parties, and generally results in favorable evaluations for the leader.
Compromise: A conflict resolution style by which conflict is resolved through give-and-take concessions.
Compromise is the most common form of conflict resolution, whereby each party's losses are offset by gains and vice versa.
Compromise is perhaps the most common form of conflict resolution, whereby each party's losses are offset by gains and vice versa. It is seen as an easy form of resolution, maintains relations between parties, and generally results in favorable evaluations for the leader.
When confronted with a conflict at work or in other organizational aspects of her life, Millie tends to take an avoiding style. That is best used when she is in a situation where she
- is willing to compromise on her terms.
- cannot win and there is no acceptable alternative.
- needs to reach a solution to the conflict as soon as possible.
- has legitimate power over the people she is negotiating with.
- wants people to make rash decisions as a result of high emotions.
Avoiding (low assertiveness, low cooperation) occurs when one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down. An avoiding style of conflict resolution is best used if the issue is not as important as others from a timing perspective, when there is no acceptable alternative and you can't win, when arriving at a solution will cause more strife than a solution is worth, when people's emotions are running high and backing off might help to come up with a resolution, or if acquiring more information would help to arrive at a better solution.
Avoiding: A conflict resolution style by which one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down.
Raj has a strongly collaborative style of conflict resolution, which will prove especially helpful for him in situation where
- the issue is not as important as others from a timing perspective.
- different perspectives might help arrive at a better alternative.
- potential disruption outweighs the benefits of resolution.
- he believes he is right and there is no middle-ground.
- others can resolve the conflict more effectively.
Collaboration (high assertiveness, high cooperation) occurs when both parties work together to maximize outcomes. A collaborative style of conflict resolution should be used when both parties have legitimate concerns and compromise won't solve the problem, when different perspectives or learning might help arrive at a better alternative, or to build commitment by working together toward a consensus decision.
Alternative Dispute Resolution: A process by which two parties resolve conflicts through the use of a specially trained, neutral third party.
Distributive bargaining is aimed at accomplishing a win-win scenario.
Integrative bargaining is aimed at accomplishing a win-win scenario.
Distributive Bargaining: A negotiation strategy in which one person gains and the other person loses.
Distributive bargaining is similar in nature to the ________ approach to conflict resolution.
- avoiding
- competing
- compromise
- collaboration
- accommodating
Distributive bargaining involves win-lose negotiating over a "fixed pie" of resources. That is, when one person gains, the other person loses (also known as a "zero-sum" condition). Distributive bargaining is similar in nature to a competing approach to conflict resolution.
Competing: A conflict resolution style by which one party attempts to get his or her own goals met without concern for the other party’s results.
Leaders will typically use an avoiding conflict resolution style when an issue is really not that important to them but is very important to the other party.
Leaders will typically use an accommodating strategy when the issue is really not that important to them but is very important to the other party. Accommodating (low assertiveness, high cooperation) occurs when one party gives in to the other and acts in a completely unselfish way.
Avoiding: A conflict resolution style by which one party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down.
An attorney with a long and impressive track record, Tracey is helping to resolve a dispute between an inventor and a large corporation that he claims has stolen his idea. After a great deal of argument from both sides, Tracey receives offers from both sides. The inventor asks for damages of $3 million, royalties of 10 percent on the invention for the next 10 years, and a written apology, whereas the company offers to pay $1.25 million, with royalties of 7 percent for 5 years, as well as a written apology. After considering both offers and the arguments behind them, Tracey determines that the company's offer is fair, and an agreement is reached. This is an example of
- convention arbitration.
- distributive mediation.
- integrative mediation.
- final-offer arbitration.
- binding arbitration.
Mediation requires a third party to facilitate the dispute resolution process, though this third party has no formal authority to dictate a solution. Arbitration occurs when a third party determines a binding settlement to a dispute. In conventional arbitrations, arbitrators can create a solution of their choosing, mixing and matching available alternatives. In contrast, in final-offer arbitration, each party presents its most fair offer, and the arbitrator chooses the offer identified as most reasonable.
Arbitration: A process by which a third party determines a binding settlement to a dispute between two parties.
Armand runs a small company, and although he is generally happy with his staff, he would like to see them increase their productivity and develop a greater long-term sense of personal identification with the company. The best way for him to achieve that is to
- establish a hierarchical environment, tell employees they have to improve, and emphasize the fact that he is boss.
- create a structured environment and focus on teaching employees that improved skills will help them keep their jobs.
- maintain a friendly environment, help them improve their work skills, and make sure they always remember who is boss.
- work on making the office a fun place, take less of a direct approach to job skills, and make sure employees know that he cares.
- construct an open environment, dedicate himself to helping his employees achieve their goals, and take the emphasis off hierarchy.
Armand wants to see his employees improve both in terms of job performance and organizational commitment, and research shows that the proper use of power and influence is moderately correlated with both. Focusing on task-related outcomes can create internalization, which is what he wants, whereas using coercive, pressure, or coalition tactics will actually decrease organizational commitment. The best strategy for Armand is to work directly with employees in an environment of friendliness and mutual respect, all the while making sure (in subtle, non-overbearing ways) that employees maintain proper respect for him as leader of the company. This will most likely involve exertion of expert and referent power to shore up the organizational components of his power.
Abusive Supervision: The sustained display of hostile verbal and nonverbal behaviors on the part of supervisors, excluding physical contact.
A competing style of conflict resolution should be used
- upon realizing that an alternative is better.
- when you believe you are right and there is no middle-ground.
- if the issue is not as important as others from a timing perspective.
- when arriving at a solution will cause more strife than a solution is worth.
- in order to show that you are reasonable and to build up credit with others.
Competing (high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results. A competing style of conflict resolution should be used when a quick decision is really important; when you believe you are right, other solutions are wrong, and there is no middle-ground; or when someone will try to leverage your unwillingness to compete against you.
Competing: A conflict resolution style by which one party attempts to get his or her own goals met without concern for the other party’s results.
The conflict resolution style that is best used in situations in which leaders know they are right and a quick decision needs to be made is
- accommodating.
- collaboration.
- compromise.
- competing.
- avoiding.
Competing (high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results. It could be considered a win-lose approach to conflict management. It's best used in situations in which the leader knows he or she is right and a quick decision needs to be made.
Competing: A conflict resolution style by which one party attempts to get his or her own goals met without concern for the other party’s results.
________ is the process by which two parties resolve conflict through use of a specially trained third-party.
- Alternative dispute resolution
- Closing and commitment
- Distributive bargaining
- Integrative bargaining
- Substitutability
The process by which two parties resolve conflict through use of a specially trained third-party is called alternative dispute resolution.
Alternative Dispute Resolution: A process by which two parties resolve conflicts through the use of a specially trained, neutral third party.
The style of conflict resolution known as a win-lose approach to conflict management is
- avoiding.
- competing.
- compromise.
- collaboration.
- accommodating.
Competing (high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results. It could be considered a win-lose approach to conflict management.
In a conflict situation, Pat attempts to get his needs met without any concern for the needs of the other party. He utilizes ________, a conflict resolution style.
- avoiding
- competing
- compromise
- collaboration
- accommodating
Competing (high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results. It could be considered a win-lose approach to conflict management.
When a third party determines a binding settlement to a dispute, this is known as
- mediation.
- arbitration.
- integration.
- distribution.
- competition.
Arbitration occurs when a third party determines a binding settlement to a dispute.
Arbitration: A process by which a third party determines a binding settlement to a dispute between two parties.
High assertiveness and low cooperation represent the style of conflict resolution known as
- avoiding.
- competing.
- compromise.
- collaboration.
- accommodating.
Competing (high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results. It could be considered a win-lose approach to conflict management.
The conflict resolution style that occurs most often when one party has high levels of organizational power and can use legitimate or coercive power to settle the conflict is
- avoiding.
- competing.
- compromise.
- collaboration.
- accommodating.
Competing (high assertiveness, low cooperation) occurs when one party attempts to get his or her own goals met without concern for the other party's results. It could be considered a win-lose approach to conflict management. Competing occurs most often when one party has high levels of organizational power and can use legitimate or coercive power to settle the conflict.