Conflict and Power MGT 331

GVSU Week 11

Conflict

Disagreement resulting from tension between two or more parties who perceive a threat to their interests

Task Conflict

Disagreements regarding goals or what needs to be accomplished

Process Conflict

Disagreements regarding how to accomplish tasks

Relationship Conflict

Friction arising from interpersonal incompatibility

Interpersonal Differences

Incompatibilities stemming from variations in motivation

Resource Constraints

Friction resulting from competition over scarce or limited physical

Change Uncertainty

Disruption caused by alterations in organization structure or priority shifts that increase ambiguity and friction

Differing Values

Incompatibilities rooted in opposing beliefs regarding what is right or wrong

Poor Communication

Friction occurring when individuals lack information

Task Interdependence

Increased potential for friction when one person or department relies on another for resources or information

Psychological Safety Climate

Shared confidence among team members that no one will be embarrassed

Avoiding Style

Deliberate decision to take no action or remain unassertive and uncooperative

Accommodating Style

Unassertive but cooperative approach focused on satisfying the other party's concerns while neglecting one's own

Competing Style

Highly assertive and uncooperative approach focused on satisfying one's own interests at the expense of others

Collaborating Style

Highly assertive and cooperative approach that seeks a mutually beneficial solution through open

Compromising Style

Intermediate approach balancing assertiveness and cooperativeness to find an expedient

Conflict Escalation

Process where negative emotions cause disagreement to intensify rather than resolve constructively

Power

Potential capability of a person or group to influence another party to perform an action they would not otherwise do

Position Power

Authority derived from an individual's formal rank or role within an organization's hierarchy

Legitimate Power

Authority based on holding a formal managerial position rather than specific actions taken

Reward Power

Influence stemming from control over incentives

Coercive Power

Influence stemming from control over disciplinary actions

Personal Power

Influence derived from individual traits and interpersonal qualities rather than job rank

Expert Power

Influence gained from possessing specialized skills

Informational Power

Influence derived from controlling access to or distribution of key data and insights

Referent Power

Influence stemming from charisma

Persuasive Power

Influence based on the clear

Influence Tactics

Specific behaviors and methods individuals use to translate potential authority into actual behavioral change in others

Coalition Tactics

Enlisting the help or support of others to persuade a target individual

Consultation

Seeking someone's advice

Exchange

Offering a favor

Ingratiation

Using praise

Inspirational Appeals

Requesting compliance by appealing to values

Legitimating Tactics

Establishing authority by referencing official rules

Personal Appeals

Asking for assistance or compliance based on friendship or personal loyalty

Pressure

Employing demands

Rational Persuasion

Using detailed logic

Principle of Reciprocity

Persuasion concept where people feel obligated to give back when they receive a favor

Principle of Scarcity

Persuasion concept where individuals value resources

Principle of Authority

Persuasion concept where people tend to follow the lead of credible

Principle of Consistency

Persuasion concept where individuals prefer to act in alignment with commitments they have previously made

Principle of Liking

Persuasion concept where people are more easily persuaded by individuals they like

Principle of Consensus

Persuasion concept where individuals look to the actions and behaviors of others to guide their own decisions

Organizational Politics

Social influence attempts directed at key decision-makers to gain rewards

Controlling Information

Political tactic involving the selective sharing or withholding of critical data to influence outcomes

Controlling Lines of Communication

Political tactic involving restriction or management of who can speak to whom within an organization

Using Outside Experts

Political tactic involving bringing in external consultants to validate a predetermined agenda

Controlling Decision Parameters

Political tactic involving altering the criteria

Eliminating Political Rivals

Political tactic focused on sidelining