56.
(p. 271)
Which of the following styles of conflict management is necessary for a win-win solution?
A.
Collaboration
B.
Accommodation
C.
Compromising
D.
Avoidance
57.
(p. 271)
Which of the following statements is true about low conformers?
A.
They like to fit in and work well in teams.
B.
They think independently and solve problems creatively.
C.
They are never happy and constantly discuss their problems with others.
D.
The best way to deal with them is to force them to conform.
58.
(p. 272)
Which of the following practices is most likely to make working with low conformers less
problematic?
A.
Avoiding excessive contact with the person
B.
Forcing them to conform
C.
Labeling their method of self-expression as stubbornness
D.
Learning to tolerate their honesty
59.
(p. 273)
Which of the following suggestions will be useful in dealing with an envious person at
work?
A.
Avoid functional conflict with the envious person.
B.
Build up the envious person’s self-esteem.
C.
Avoid confronting the envious person.
D.
Engage in concession bargaining.
60.
(p. 275)
Which of the following steps is most likely to elicit a meaningful feedback from a passive
person?
A.
Confronting the person
B.
Filling the space during a conversation
C.
Making statements to help break the tension
D.
Asking close-ended questions
Fill in the Blank Questions
61.
(p. 262)
_____ is a process that begins when one person sees that another person has damaged—or
is about to damage—something that the other person cares about.
Conflict
62.
(p. 263)
A(n) _____ conflict involves two people who are at odds over personality differences, values
conflicts, loyalties, or any number of issues.
person-versus-person
63.
(p. 263)
A(n) _____ conflict occurs when two groups form and take sides.
intragroup
64.
(p. 263)
When disagreements stem from a _____ conflict, they tend to focus on disagreements over
what a statement or concept means.
content
65.
(p. 264)
The source of a _____ conflict is disagreement on the items or “rightness” of ideas.
content
66.
(p. 265)
A(n) _____ conflict is involved in the process of defining yourself to others and responding
to their implied definitions of themselves.
negotiation-of–selves
67.
(p. 266)
A(n) _____ conflict occurs when a conflict factor is built into the structure or the policies of
the organization.
institutionalized
68.
(p. 267)
The _____ strategy of conflict resolution allows one side of a conflict to win at the expense
of the other.
win-lose
69.
(p. 268)
In the _____ approach of win-lose strategy, a conflict manager decides which side is right
and which is wrong, then considers the issue to be resolved.
arbitrary
70.
(p. 268)
The main approach in the _____ strategy of conflict resolution is compromise.
lose-lose
71.
(p. 268)
The _____ strategy of conflict resolution produces unhappy people on both sides of an
issue.
lose-lose
72.
(p. 268)
A(n) _____ strategy of conflict resolution is one in which both sides feel they have come out
on top.
win-win
73.
(p. 269)
A _____ is most likely to try a win-lose approach to conflict resolution, especially if he or
she is personally involved in the conflict.
competitor
74.
(p. 269)
When a conflict manager has a(n) _____ style of managing conflict, he or she will often
mistakenly assume that if a conflict involves only other people, it should be left only to
them.
avoidance
75.
(p. 269)
A person with a(n) _____ style of conflict management uses his or her skills to blend
differences of both sides together and form a workable alternative.
compromising
76.
(p. 271)
In the context of the Thomas-Kilman conflict model, _____ want to avoid conflict by positive
thinking.
accommodators
77.
(p. 271)
A person with a(n) _____ style of conflict management opens communication channels and
learns about what issues each party feels are most important.
collaboration
78.
(p. 271)
In the context of conflict cases, _____ are usually easy to work with. They like to fit in, work
well in teams, and are generally friendly toward policies and group norms.
high conformers
79.
(p. 271)
In the context of conflict cases, _____ think independently, solve problems creatively, and
often cause some conflict in the process.
low conformers
80.
(p. 271)
Working with and managing the _____ require a special capacity for patience and good will.
low conformers
Short Answer Questions
81.
(p. 262)
What are the common aspects involved in all types of conflicts?
Several common aspects are involved in all types of conflict: (1) Conflict must be perceived
by all people involved in it, because whether or not there is a conflict is often a matter of
perception. (2) Nearly all definitions of conflict involve opposition or incompatibility. (3)
Some type of interaction is going on, or all parties would be avoiding conflict.
82.
(p. 262)
What is a functional conflict?
A functional conflict is constructive in nature. For example, when a group of employees
meets to make a decision that affects all of them, some conflict can be good because too
much harmony and agreement can result in a poor decision. When people focus more on
getting along well than on coming up with creative solutions in decision making, they may
not generate as many ideas as they would have otherwise.
83.
(p. 262)
What is an inner conflict?
Inner conflict is conflict within an individual. It might involve values, loyalties, or priorities.
84.
(p. 263)
Briefly describe the sources of content conflicts.
When disagreements stem from a content conflict, they tend to focus on disagreements
over what a statement or concept means. The only real issue is whether or not an idea is
right. The rightness of an idea usually focuses on one of two factors: existence or meaning.
85.
(p. 265)
Suggest potential solution to values conflict.
Values conflicts can be solved, rather than avoided. The solution is that many people need
to develop a greater tolerance of values differences. By listening carefully and
communicating your values cautiously, you can often create a sense of trust and mutual
respect for differences. You will find that if you think carefully about your own values,
examining them regularly, you will feel less threatened by someone with values unlike your
own.
86.
(p. 267)
List the steps involved in the process of analyzing conflicts.
Anyone wishing to manage a conflict should begin by looking closely at what is really
happening. The focus should be on: (1) Who is involved? (2) What is at stake? (3) How
important is time? (4) What are the tie-ins with other issues?
After these questions are answered (and assuming you decide that the issue is worth
resolving), a solution can be negotiated.
87.
(p. 268)
Why is democratic vote not as effective in organizations as it is in the political system?
Unlike a political system, most organizations don’t contain a series of checks and balances,
political rallies, or campaigning. In these situations, the majority vote will leave a minority
of unhappy people without any real recourse. These are the people who are likely to bring
the problem back, perhaps in another form.
88.
(p. 268)
Describe the arbitrary approach of conflict management.
In the arbitrary approach, the conflict manager decides which side is right and which is
wrong, then considers the issue to be resolved. Like the democratic vote, this approach
produces a situation in which the losers tend to have hard feelings against both the
winning side and the conflict manager. A skillful conflict manager or arbitrator can soften
the effect of the arbitrary approach by using persuasive explanations.
89.
(p. 268)
In a win-win strategy, how is it possible for both sides of a conflict to end up feeling like
winners?
Most conflicts stem from multiple sources and reasons. Because of this complexity, win-
win can be accomplished. The key to the success of the win-win strategy is to satisfy as
many of each side’s needs as possible. People in conflict almost always have more than
one reason for being involved in the dispute, and they tend to attach different priorities to
each of those reasons. They will, as a rule, be satisfied with less than the entire package if
they feel their main goals are achieved.
90.
(p. 269)
How would a conflict manager resolve a conflict if he or she is a competitor?
If the conflict manager (who should be neutral) is a competitor, he or she might use the
lose-lose approach to resolve an issue. In this role, competitors are afraid of the disruption
that could result from other people’s conflict, so they work rapidly and energetically to
eliminate the potential disruption.
91.
(p. 269–
270)
How would a compromiser deal with conflicts?
A compromiser uses his or her skills to blend differences of both sides together and form a
workable alternative. Although allowing the issue some real urgency, compromisers tend to
see agreement as more important than the issue itself. A compromiser generally doesn’t
feel as much of a need to rush to a solution as a competitor does.
92.
(p. 271)
What is a disadvantage of an accommodative style of conflict management?
An accommodator might tell both parties involved in the conflict, “Don’t worry; be happy!”
Accommodators want to avoid conflict by positive thinking. They tell people to “count their
blessings” or “look on the bright side.” Thus, people involved in the conflict may feel they
are not being taken seriously, and the accommodator may not be able (or willing) to get
others to fully express their reasons for being angry, which may be counterproductive.
93.
(p. 271)
Why is the collaborator style of conflict management necessary for a win-win solution?
The collaborator brings both sides together for a discussion. He or she opens
communication channels and learns about what issues each party feels are most
important. Therefore, in order to arrive at a win-win solution, a collaborator style is most
appropriate.
94.
(p. 271)
Why do many managers fall back on the competitor style of conflict management?
It is fairly simple to use the competitive method and force your will on others. Therefore,
many managers fall back on “competitor” style of conflict management.
95.
(p. 271)
Describe low conformers.
Low conformers think independently, solve problems creatively, and often cause some
conflict in the process. Working with and managing this type of personality requires a
special capacity for patience and good will.
96.
(p. 272)
Suggest ways to make working with low conformers less problematic.
(1) Learn to tolerate their honesty. Low conformers are usually straightforward, using less
tact and diplomacy than you might be used to. (2) Accept the low conformer’s firm method
of self-expression without labeling it as stubbornness or disloyalty. (3) Support low
conformers when others are overly critical. (4) Accept their independence, and don’t be
offended if they don’t ask for advice. (5) Resist the urge to force them to conform. (6) Give
relevant positive reinforcement even when they don’t seem to need it.
97.
(p. 272–
273)
Suggest ways for dealing effectively with an envious person at work.
(1) Avoid destructive conflict with the envious person. (2) Confront the envious co-worker.
(3) Avoid excessive contact with the envious person. (4) Discuss the problem with your
manager. (5) Build up the envious person’s self-esteem.
98.
(p. 273–
274)
How would you deal with whiners and complainers at work?
(1) Listen, but not too much. (2) Do frequent reality checks. (3) Challenge the word
“unfair.” (4) Be a team leader or player.
99.
(p. 275)
List suggestions to deal with passive and unresponsive people at work.
You can take some positive steps to get meaningful feedback from passive people. (1) Ask
open-ended questions. (2) Develop and use a friendly, silent gaze. (3) Don’t fill the space.
A supportive person often is tempted to make enough small talk to fill the uncomfortable
empty pauses. If you rescue passive people, you will have enabled them to remain passive
(4) Make statements to help break the tension. (5) Set time limits. Often, a great deal will
be said in the last few minutes by the silent person who knows that time is short.
100.
(p. 276)
What is concession bargaining and when is it used?
Concession bargaining is the process of getting each side in a conflict to willingly make
concessions in exchange for concessions made by the opposing side. It is used frequently
by union bargaining teams to negotiate flexible issues, such as salaries, benefits, and
employee rights.