Question 1

Individualism means that people believe that the situation determines whether to put individual or the group first.

Accepted Answer

Individualism emphasizes the importance of the individual and their rights, often prioritizing personal goals over group goals, rather than adapting based on the situation.

Question 2

Conflict between groups can lead to increased cohesiveness within the group.

Accepted Answer

Conflict between groups can often create a common enemy or a shared goal within the group, which can increase the group's motivation and sense of unity. This can lead to increased cohesiveness within the group as members work together to achieve a common goal or defend against a common threat. However, it's important to note that not all conflicts will necessarily lead to increased cohesiveness and that handling conflicts effectively is key to creating positive outcomes.

Question 3

Tjosvold argues that well-managed conflict adds to an organization's innovation and productivity.Which of the following is NOT one of the four interrelated steps that is necessary in creating a conflict-positive organization?
A)Value diversity and confront differences.
B)Empower employees to feel confident and skillful.
C)Take stock to reward success and learn from mistakes.
D)Provide necessary resources to achieve strategic outcomes.

Accepted Answer

Tjosvold's framework for creating a conflict-positive organization includes valuing diversity, empowering employees, and taking stock to learn and reward, but does not specifically mention providing resources to achieve strategic outcomes as one of the four interrelated steps.

Question 4

The high versus middle versus low power relationship illustrates the conflict felt by middle managers.

Accepted Answer

The high versus middle versus low power relationship does illustrate the conflict felt by middle managers.

Question 5

Work units that are highly interdependent may be more prone to interunit conflict than two independent departments.

Accepted Answer

When work units are highly interdependent, there is a greater likelihood that conflicts will arise due to overlapping responsibilities, incompatible goals, or communication breakdowns. This is because the actions of one unit can have a significant impact on the performance of other units, creating a sense of mutual dependence that can increase tensions when things don't go according to plan. In contrast, when departments or work units are more independent, there is less of a need to coordinate and communicate closely, which can reduce the likelihood of conflict.

Question 6

When two departments are in conflict but are also facing a common threat, the _____ style of conflict management is most appropriate.
A)competing
B)accommodation
C)compromising
D)collaborating

Accepted Answer

The collaborating style of conflict management involves both parties working together to find a mutually beneficial solution. In a situation where two departments are in conflict but are also facing a common threat, collaborating can help bring everyone together to find a solution that benefits the entire organization. This style of conflict management is especially useful in situations where the conflict is complex or where there is a need for a creative, innovative solution.

Question 7

All of the following are steps involved in creating a conflict-positive organization except: A)reduce risks B)value diversity and confront differences C)take stock to reward success and learn from mistakes D)empower employees to feel confident and skillful

Accepted Answer

Reducing risks is not specifically a step in creating a conflict-positive organization. The focus is more on valuing diversity, learning from outcomes, and empowering employees, rather than minimizing risks.

Question 8

Which of the following styles of conflict management results in both parties (persons or groups) to the dispute giving something up to reach an understanding?
A)collaborating
B)avoiding
C)accommodating
D)compromising

Accepted Answer

Compromising style of conflict management involves both parties giving something up to reach a mutually acceptable solution or agreement.

Question 9

Emotional intelligence relates positively to the ability to manage conflict.

Accepted Answer

Emotional intelligence includes the capacity to understand and regulate one's own emotions, as well as perceive and respond to the emotions of others. This, in turn, can facilitate effective communication and dispute resolution skills, making individuals with higher emotional intelligence more adept at managing conflict.

Question 10

The major problem associated with the high versus middle versus low power relationship is suboptimization.

Accepted Answer

The answer of The major problem associated with the high...

Question 11

A key to recognizing functional conflict is that it is often cognitive in origin.

Accepted Answer

Functional conflict arises from differences in opinions, ideas, or perspectives on a particular issue. These differences are often cognitive in nature, implying that they are related to how individuals perceive or think about a particular situation or problem. As such, recognizing functional conflict requires an understanding of the underlying cognitive factors that contribute to the conflict.

Question 12

When negotiators let emotion rather than cognition determine their actions, it is much less likely that conflict will be resolved.

Accepted Answer

Emotions can lead to irrational decision making and can impede the ability to find common ground or compromise, making it difficult to resolve conflict. It is important for negotiators to manage their emotions and focus on cognitive reasoning to effectively negotiate and find a resolution.

Question 13

American workers tend to be able to tolerate high levels of uncertainty and ambiguity.

Accepted Answer

Studies have shown that American workers tend to be adaptable and resilient in uncertain and ambiguous situations, allowing them to navigate challenges and changes in the workplace.

Question 14

Groupthink would be an occasion when a manager may want to increase conflict.

Accepted Answer

Groupthink is a psychological phenomenon where a group of individuals tend to conform to the group's decisions or opinions, instead of critically evaluating the options. In such situations, a manager may want to increase conflict to encourage different ideas and perspectives, thereby preventing a one-sided decision-making process. By promoting disagreement and constructive criticism, a manager can promote creative problem-solving and decision making within the group, thereby avoiding the pitfalls of groupthink.

Question 15

Developing trust within a group can prevent the misattribution of task conflict for personal conflict.

Accepted Answer

When there is trust within a group, individuals are more likely to approach conflict with a problem-solving mindset rather than a defensive one. This reduces the risk of personal attacks and misattribution of motives, allowing for a more productive discussion and resolution of task-related issues.

Question 16

In research on styles of conflict management, the _____ style was least effective.
A)avoiding
B)competing
C)compromising
D)collaborating

Accepted Answer

The avoiding style of conflict management is the least effective as it involves ignoring the conflict and hoping it will resolve itself without any action. This approach can lead to further escalation of the conflict and can create a negative impact on relationships.

Question 17

EI and the ability to manage conflicts appears to hold across cultures.

Accepted Answer

There is evidence to suggest that emotional intelligence and conflict management are important skills in various cultures and can be developed and improved through training and practice. Studies have found similar patterns of EI and conflict management effectiveness in different cultural settings.

Question 18

Role ambiguity and jurisdiction ambiguity are the same except that the former refers to an individual and the latter to a group.

Accepted Answer

Role ambiguity refers to the uncertainty an individual may feel about their role or job expectations, whereas jurisdiction ambiguity refers to uncertainty or overlap in the tasks or responsibilities of different groups or departments within an organization. They are related concepts, but have different points of reference – individual versus group.

Question 19

One way of classifying styles of conflict management is to examine the styles' cooperativeness and the styles':
A)assertiveness
B)accommodation
C)degree of competition
D)degree of compromise

Accepted Answer

The styles of conflict management are typically classified based on the level of cooperativeness and assertiveness. The five common styles are: competing, collaborating, compromising, avoiding, and accommodating. While some classifications may also include degree of compromise or competition, they are not typically seen as the primary determinant of conflict management style. Therefore, option A - assertiveness - is the most appropriate choice.

Question 20

The accommodating conflict management style is one where you are concerned that the other party's goals be met but relatively unconcerned with getting your own way. Research has shown that individuals will sometimes overestimate the importance of the relationship and focus too heavily on the overuse of accommodating at the expense of the actual outcomes. The overuse of accommodating has been shown to be more prevalent when:
A)two females are involved in the conflict
B)two males are involved in the conflict
C)one female and one male are involved in the conflict
D)none of these or there was no difference between any of the groups

Accepted Answer

Research has indicated that the overuse of accommodating conflict management style is more prevalent when two females are involved in the conflict. This is often attributed to social and cultural norms that encourage women to be more relationship-oriented and to prioritize harmony over personal gains.

Quiz 13: Conflict and Negotiation

Individualism means that people believe that the situation determines whether to put individual or the group first.

Conflict between groups can lead to increased cohesiveness within the group.

Tjosvold argues that well-managed conflict adds to an organization's innovation and productivity.Which of the following is NOT one of the four interrelated steps that is necessary in creating a conflict-positive organization?

The high versus middle versus low power relationship illustrates the conflict felt by middle managers.

Work units that are highly interdependent may be more prone to interunit conflict than two independent departments.

When two departments are in conflict but are also facing a common threat, the _____ style of conflict management is most appropriate.

All of the following are steps involved in creating a conflict-positive organization except:

Which of the following styles of conflict management results in both parties (persons or groups) to the dispute giving something up to reach an understanding?