Review Flashcards on Conflict Resolution, Decision Making, Power, and Leadership

Flashcards to help review key vocabulary and concepts from lectures on conflict resolution, decision making, power dynamics, and leadership theories.

Integrating (Conflict Handling Intention)

Confronting the issue, generating alternatives, showing high concern for self and others.

Obliging (Conflict Handling Intention)

Minimizing differences to please others, showing low concern for self and high concern for others.

Dominating (Conflict Handling Intention)

Using "I win, you lose" tactics, showing high concern for self and low concern for others.

Avoiding (Conflict Handling Intention)

Withdrawing from the problem, suppressing the issue, showing low concern for self and others.

Compromising (Conflict Handling Intention)

Give-and-take with moderate concern for self and others; appropriate when parties have opposite goals or equal power.

Devil’s Advocacy

Assigning someone the role of critic to challenge assumptions.

Dialectic Method

Fostering a structured debate of opposing viewpoints before making a decision.

Alternative Dispute Resolution (ADR)

Solving disputes using a third party, avoiding litigation costs and unilateral decision-making.

BATNA

Best Alternative To a Negotiated Agreement; your greatest source of power is the ability to walk away.

Reservation Price

"Bottom line"; the point at which you are indifferent between a negotiated agreement and walking away, based on your BATNA.

Target (Negotiation)

The best possible outcome you could realistically expect to receive in a negotiation.

Confirmation Bias

Seeking information that supports your decisions/views and discounting contradictory information.

Overconfidence Bias

Overestimating your skills and the accuracy of your predictions.

Availability Bias

Basing judgments on information readily available in memory (emotional, vivid, easily imagined, specific).

Anchoring Bias

Fixating on initial information as a starting point and failing to adjust for subsequent information.

Hindsight Bias

Falsely believing that you accurately predicted an outcome after it is known; the "I knew it!" tendency.

Framing Bias

The manner in which a question/problem is posed and how it influences decisions; can lead to biased risk aversion/seeking.

Utilitarian Values (Ethical Decision Making)

Generating the greatest good for the greatest number of people affected by the decision; decisions based on consequences.

Moral Rights Values (Ethical Decision Making)

Protecting the fundamental rights and privileges of people affected by the decision.

Justice/Fairness Values (Ethical Decision Making)

Allocating benefits and costs among those affected in a fair, equitable, or impartial manner.

Equity (Distributive Justice)

Whoever brings more input should get more output.

Equality (Distributive Justice)

Every eligible person should have equal opportunity/output.

Need (Distributive Justice)

Whoever is in more need should get more.

Referent Power

Power derived from personal characteristics and social relationships that effectively gain others’ compliance.

Expert Power

Power derived from valued knowledge or information.

Legitimate Power

Managers who obtain compliance primarily by using their formal authority to make decisions.

Reward Power

Obtaining compliance by promising or granting rewards valued by the other party.

Coercive Power

Making threats of punishment and delivering actual punishment; can backfire in the long run.

Rational Persuasion

Trying to convince someone with reason, logic, or facts.

Inspirational Appeals

Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.

Consultation

Getting others to provide insights, experience or information you can use in planning and making decisions.

Ingratiation

Getting someone in a good mood prior to making a request; being friendly/helpful, using praise, flattery, or humor.

Personal Appeals

Referring to friendship and loyalty when making a request.

Exchange Tactic

Making explicit or implied promises and trading favors.

Coalition Tactics

Getting others to support your efforts to persuade someone.

Pressure Tactic

Demanding compliance or using intimidation/threats.

Legitimizing Tactics

Basing a request on authority/right, organizational rules/policies, or explicit/implied support from superiors.

Trait Theories of Leadership

Attempts to identify personality traits/interpersonal attributes that differentiate leaders from followers.

Behavioral Theories of Leadership

Imply people can be trained to be leaders; focus on what leaders DO, not who they ARE.

Task-Oriented Behavior

Defining and organizing what group members should do to maximize productivity.

Relationship-Oriented Behavior

Nurturing followers' needs, showing concern for their well-being.

Contingency Theories of Leadership

Leader's effectiveness is contingent on the extent to which their style matches the situation.

Transformational Leadership

Transforming employees to pursue organizational goals over self-interest via vision, inspiration, and values.

Authentic Leadership

Leaders who know who they are, what they believe in, and act on their values openly and candidly; build trust through ethics.