BUS 272 Chapter Notes - Chapter 11: Whiteboard, Policy, Communication Problems

• School: Simon Fraser University
• Department: Business Administration
• Course: BUS 272
• Professor: Graeme Coetzer

Document Summary

Chapter 11 conflict and negotiation in the workplace. Conflict a process in which one party perceives that its interests are being opposed or negatively affected by another party. U-shaped relationship wide acceptance in 1970s and still popular today: there is an optimal lvl of conflict, while too little/too much is bad for org effectiveness. Research shows a moderate lvl of conflict produces several favourable outcomes (improved decision making, prevents orgs from stagnating and become nonresponsive to external enviro, potentially increases cohesion w/in the team) The emerging view: constructive and relationship conflict: constructive conflict (task/cognitive conflict) occurs when ppl focus their discussion on the issue while maintaining respectfulness for ppl having other pov"s. Attention on interpersonal incompatibilities rather than legitimate differences of opinion regarding tasks. Employees try to undermine others" argument by questioning competency of person presenting that argument triggers defense mechanisms and competitive orientation, less motivated to communicate and share info, making it more difficult to resolve conflict.