Key Concepts in Organizational Behavior and Conflict

Organization

A collective oriented toward a common goal. In reality, members may have aligned, complementary, mixed, or even incompatible goals.

Organizational Politics

Informal, unofficial, and sometimes behind-the-scenes efforts to sell ideas, influence people, increase power, or achieve other targeted objectives.

Influence (as used in Organizational Behavior)

The process of getting others to do something they might not otherwise do, especially when formal mechanisms are not available.

Logic

Using facts, figures, reasoning, or referencing authority to persuade.

Psychological Principle (Logic)

Appeals to logical reasoning and need for competence.

Emotion

Using emotional appeal or pressure to influence.

Emotional Appeal

Inspires through values and encouragement.

Emotional Pressure

Uses fear, reminders, or urgency (less effective).

Psychological Principle (Emotion)

Emotions motivate behavior.

Incentives

Using rewards or punishments to influence behavior.

Psychological Principle (Incentives)

Behavior is motivated by explicit or implicit rewards/sticks.

Rapport

Building connection to influence through personal appeals or ingratiation.

Psychological Principle (Rapport)

Need for relatedness and belonging.

Social Proof

Showing what others (peers, groups) are doing to encourage similar behavior.

Psychological Principle (Social Proof)

People feel safer following what others do.

Involvement

Getting others to commit or contribute early to increase future support.

Psychological Principle (Involvement)

People desire to be consistent and trustworthy.

Conflict

Any process that involves disagreement or opposition; can range from minor to intense.

Task Conflict

Disagreement about the work itself or content.

Nature (Task Conflict)

Non-personal, can be constructive.

Procedural Conflict

Disagreement about how work should be done (roles, resources, processes).

Nature (Procedural Conflict)

Non-personal, often necessary.

Relationship Conflict

Conflict arising from interpersonal incompatibilities or personality clashes.

Nature (Relationship Conflict)

Personal, emotion-driven, usually destructive.

Intrapersonal Conflict

Within a person (e.g., competing tasks or goals).

Interpersonal Conflict

Between individuals.

Intergroup Conflict

Between different teams or departments.

Avoiding

Ignoring or denying the conflict.

Use When (Avoiding)

Both the relationship and issue are unimportant.

Accommodating

Yielding to the other party's wishes.

Use When (Accommodating)

Relationship is more important than the issue.

Compromising

Each party gives up something.

Use When (Compromising)

Both the relationship and issue matter, but time-sensitive.

Competing

Pursuing one's own goals at others' expense.

Use When (Competing)

Issue is more important than the relationship.

Collaborating

Seeking win-win solutions.

Use When (Collaborating)

Both the relationship and issue are important.

Negotiation

The process of making joint decisions when parties have different preferences.

BATNA

Best Alternative To a Negotiated Agreement; your best option outside the current negotiation.

Reservation Point

The point at which your BATNA is better than the current offer; your walk-away point.

Bargaining Zone

The range between parties' reservation points where agreement is possible.

ZOPA (Zone of Possible Agreement)

The positive bargaining zone; where both parties' reservation points overlap.

Negotiator's Surplus

The difference between your reservation point and the final agreed-upon deal.

Congruent Issues

Both parties want the same outcome.

Distributive Issues

Win-lose issues over limited resources.

Integrative Issues

Multiple issues where trade-offs can expand the 'pie' (win-win).