Deck 11: Conflict and Negotiation in the Workplace

Question 1

Which of the following is a negative consequence of conflict?

A) more responsive to changing environment
B) stronger team cohesion
C) questioning of assumptions
D) increased organizational politics
E) better decision making

Answer 1

increased organizational politics

Question 2

Conflicts can lead to better decision making when

A) the logic of arguments is not questioned.
B) assumptions are taken as fact.
C) creative thinking is discouraged.
D) it is relationship based.
E) employees disagree constructively.

Answer 2

employees disagree constructively.

Question 3

One benefit of conflict occurs when team members experience conflict with external sources. This is because

A) employees generally have an "us against them" mentality.
B) conflict with external sources is always task based.
C) external sources are more willing to logically debate the issue.
D) people tend to be motivated to work together when faced with outside threats.
E) external stakeholders do not trust internal team members.

Answer 3

people tend to be motivated to work together when faced with outside threats.

Question 4

According to the emerging view on organizational conflict, the two types of conflict are

A) task conflict and constructive conflict.
B) task conflict and optimal conflict.
C) task conflict and relationship conflict.
D) relationship conflict and optimal conflict.
E) relationship conflict and process conflict.

Question 5

When team norms encourage ________, team members learn to appreciate honest dialogue without personally reacting to any emotional display during the disagreements.

A) conscientiousness
B) introversion
C) neuroticism
D) psychological safety
E) agreeableness

Question 6

According to the literature, which organizational conflict is a positive application of conflict in organizations?

A) task conflict
B) optimal conflict
C) relationship conflict
D) conflict episodes
E) process conflict

Question 7

Within a highly cohesive team, ________ is(are) suppressed when conflict occurs.

A) mediation
B) relationship conflicts
C) team norms
D) emotional intelligence
E) emotional stability

Question 8

In a team meeting, Jared tells a colleague "That is one of the stupidest ideas I have ever heard. Are you crazy?" This represents

A) task conflict.
B) relationship conflict.
C) honesty.
D) emotional intelligence.
E) team cohesion.

Question 9

Which of the following statements would best illustrate task conflict?

A) "You don't know what you are talking about."
B) "As a manager, I think I have much better insight into this situation."
C) "I think we all remember how badly your last idea turned out."
D) "I assume you are so emotional because you are a woman?"
E) "That is a good argument, but do you have data to support it?"

Question 10

Raoul knows he can take the risk of presenting "wild ideas" to the team without being ridiculed or threatened. This indicates Raoul's team has developed

A) to the storming stage.
B) an anything goes attitude.
C) a norm of psychological safety.
D) a norm of no conflict.
E) a norm of emotional intelligence.

Question 11

When two people agree on a goal but have different beliefs about how to achieve the goal, they are experiencing

A) ambiguity.
B) pooled task interdependence.
C) organizational politics.
D) differentiation.
E) goal incompatibility.

Question 12

Gerald works at the bread factory. He is responsible for taking the dough and putting it through the processor, which cuts the dough into loaf size balls. Tonight, the dough makers are being really slow and do not seem concerned about the rest of the process. This scenario is at risk for conflict due to

A) interdependence.
B) goal incompatibility.
C) scarce resources.
D) ambiguous rules.
E) communication problems.

Question 13

Having clear rules would minimize which type of conflict?

A) communication problems
B) scarce resources
C) interdependence
D) ambiguity
E) differentiation

Question 14

Andrea talks arrogantly when debating issues with coworkers, particularly when others disagree with her ideas. This indicates Andrea has

A) emotional intelligence.
B) communication problems.
C) interdependence.
D) scarce resources.
E) incompatible goals.

Question 15

Conflict outcomes can be positive or negative. Which of the following would be seen as a negative outcome?

A) team cohesion
B) better decisions
C) more politics
D) more coordination
E) higher performance

Question 16

Which of the following behaviors might start the conflict process?

A) an action that lacks diplomacy
B) a shared understanding
C) clear communication of the process
D) an appropriate comment
E) updated personnel policies

Question 17

Peggy has been upset with a coworker for weeks, but has not said anything. Then one day, she can no longer hold her feelings in, and yells at the colleague. The conflict in this case has become

A) manifest.
B) task based.
C) de-escalated.
D) resolved.
E) positive.

Question 18

The conflict process is essentially a series of ________ that may or may not escalate.

A) conflict opportunities
B) aggressive behaviors
C) conflict episodes
D) conflict manifestations
E) misunderstandings

Question 19

One form of differentiation that can lead to workplace conflict is

A) incompatible goals.
B) scarce resources.
C) generational diversity.
D) ambiguous rules.
E) interdependence.

Question 20

Scarce resources are cited as the most often cause of

A) manifest conflict.
B) labor strikes.
C) employee turnover.
D) stress.
E) increased productivity.

Question 21

Overly aggressive and emotive communication typically lead to

A) task conflict.
B) relationship conflict.
C) conflict resolution.
D) scarce resources.
E) incompatible goals.

Question 22

Francis and Donald were disagreeing over who should take the holiday shift. Although Francis didn't really want to work that holiday, because Donald was very adamant that he have that holiday off, Francis agreed to take the shift. Because the issue was less important to Francis compared to Donald's feelings about the issue, the conflict was resolved by Francis

A) forcing the issue.
B) yielding to Donald.
C) compromising.
D) avoiding.
E) using problem-solving skills.

Question 23

People usually gravitate toward one or two conflict-handling styles that match their

A) education.
B) cultural values.
C) peers.
D) desires.
E) emotions.

Question 24

Problem solving assumes there are opportunities for

A) power plays.
B) increasing the other party's frustration.
C) release of time pressure.
D) mutual gains.
E) win-lose alternatives

Question 25

The ________ style is often ineffective because it doesn't resolve the conflict and may increase the other party's frustration.

A) problem-solving
B) avoidance
C) forcing
D) yielding
E) compromising

Question 26

Dev knows he is correct and needs a quick resolution to the conflict. He needs to use the ________ style.

A) problem-solving
B) avoidance
C) forcing
D) yielding
E) compromising

Question 27

________ behaviors may give the other side unrealistically high expectations, thereby motivating them to seek more from you in the future.

A) Problem-solving
B) Avoidance
C) Forcing
D) Yielding
E) Compromising

Question 28

Some research suggests that people from high collectivism cultures-where group goals are valued more than individual goals-are motivated to maintain harmonious relations and, consequently, are more likely than those from low collectivism cultures to manage disagreements through ________ or problem solving.

A) yielding
B) force
C) avoidance
D) compromise
E) assertiveness

Question 29

Men are more likely than women to use the ________ style, whether as managers or nonmanagement employees.

A) problem-solving
B) avoidance
C) forcing
D) yielding
E) compromising

Question 30

Female managers are more likely than male managers to use the ________ style.

A) problem-solving
B) avoiding
C) forcing
D) yielding
E) compromising

Question 31

With the exception of forcing, gender differences in conflict-handling style are

A) extreme.
B) relatively large.
C) relatively small.
D) non-existent.
E) exactly the same.

Question 32

How people respond in terms of their conflict-handling style depends on the importance they place on

A) assertiveness and aggressiveness.
B) aggressiveness and cooperativeness.
C) assertiveness and cooperativeness.
D) cooperativeness and problem solving.
E) confronting and avoiding.

Question 33

Which conflict-handling style represents a win-lose orientation?

A) avoiding
B) yielding
C) problem solving
D) forcing
E) compromising

Question 34

Which conflict-handling style tends to occur when the parties have approximately equal power, but can result in suboptimal solutions?

A) forcing
B) compromise
C) avoiding
D) yielding
E) problem solving

Question 35

What is the major function of integrators in an organization?

A) coordinating work activities
B) clarifying rules and procedures
C) increasing resources
D) reducing differentiation
E) creating buffers

Question 36

To resolve a dispute between the sales and marketing team, they are reminded that both are working towards satisfying the customer. This is an example of

A) subordinate goals.
B) superordinate goals.
C) mirroring.
D) differentiation.
E) buffering.

Question 37

It is common practice at Acme Inc. to rotate employees among different departments throughout their career. This practice can reduce

A) communication.
B) differentiation.
C) superordinate goals.
D) buffers.
E) arbitration.

Question 38

Any mechanism that loosens the coupling between two or more people or work units is called a(n)

A) mediation.
B) integration.
C) buffer.
D) moderator.
E) arbitration.

Question 39

Organizations have a better chance to reduce differentiation among employees when the employees

A) are from different departments.
B) have large status differences.
C) have different cultural values.
D) don't risk losing status in the process.
E) are not involved in the process.

Question 40

Using an approach called ________, conflict groups prioritize their problems, and document and share various perceptions among and across the groups.

A) mediation
B) intergroup mirroring
C) intragroup mirroring
D) buffering
E) integrating

Question 41

Using mutual understanding activities to reduce dysfunctional conflict should only be used when

A) the conflict is minimal.
B) there is no task interdependence.
C) differentiation is not high.
D) differentiation is high.
E) office space can be rearranged.

Question 42

Which third-party resolution strategy is best for common, everyday employee disagreements?

A) mediation
B) arbitration
C) inquisition
D) intergroup mirroring
E) setting superordinate goals

Question 43

________ is the point beyond which a party in negotiation will make no further concessions.

A) An initial offer point
B) A target point
C) A bargaining zone
D) A BATNA
E) A resistance point

Question 44

________ is the cornerstone of effective negotiations.

A) Power
B) Location
C) Information
D) Time management
E) Resistance

Question 45

When negotiators have an audience watching their progress in the negotiations, the negotiator

A) is more likely to give in to the other party's demands.
B) pays more attention to saving face.
C) feels and acts the same as if no one were viewing the negotiation.
D) tends to be more willing to make concessions to the other party.
E) tends to feel more cooperative and is more willing to make concessions to the other party.

Question 46

Which model of negotiation depicts a purely distributive approach to negotiation because it illustrates that one side's gain will be the other's loss?

A) BATNA
B) the bargaining zone model
C) the integrative model
D) the mutual gains model
E) the concessions model

Question 47

The effectiveness of negotiating depends to some extent on the environment in which the negotiations occur. Three key situational factors are

A) location, physical setting, and audience.
B) implementation, mediation, and buffering.
C) location, desire, and power.
D) physical setting, gender, and location.
E) culture, gender, and environment.

Question 48

The physical distance between the parties and formality of the setting can influence their orientation toward each other and the disputed issues. So can the seating arrangements. People who sit face-to-face are more likely to develop a(n) ________ orientation toward the conflict situation.

A) buffered
B) win-win
C) win-lose
D) mediated
E) integrated

Question 49

Research has found that when negotiating pay in job offers, women are more likely than men to

A) set lower target points in their own pay expectations.
B) use the forcing style of conflict handling.
C) accept pay offers just above their resistance point.
D) generate more relationship conflict in the pay negotiation.
E) enjoy the process of negotiating pay offers.

Question 50

Which negotiating approach is common when multiple issues are at stake?

A) distributive
B) integrative
C) BATNA
D) resistance
E) forcing

Question 51

In negotiations, why is it important to distinguish needs from goals?

A) Successful negotiators focus on needs and ignore goals.
B) It is not important, needs and goals are the same.
C) Parties generally only share information on their needs.
D) Specific needs can often be satisfied by different goals.
E) Needs cannot be satisfied through negotiations.

Question 52

In negotiations, what is a potential advantage of setting a high initial offer point?

A) It shows the other party your bargaining zone is very small.
B) It reflects your power in the negotiating process.
C) It assures that you will get everything you want.
D) It can move the outcome closer to your target point.
E) It shows the other party that you are not willing to negotiate.

Question 53

Which of the following is a common problem with BATNA?

A) Only one BATNA can be used during negotiation.
B) BATNA is lower for parties with strong power contingencies.
C) People tend to overestimate their BATNA.
D) People tend to underestimate their BATNA.
E) Valuable skills and experience will tend to lower your BATNA.

Question 54

To address the pitfalls of information sharing, skilled negotiators begin the process by

A) sharing information slowly.
B) putting all their information "on the table" from the outset.
C) refusing to divulge information until the other party does so.
D) sharing false information.
E) remaining silent to indicate their legitimate power.

Question 55

In terms of communication, what do concessions signal in the bargaining process?

A) your BATNA
B) your initial offer point
C) your unwillingness to negotiate further
D) your willingness to give up and let the other party get everything they want
E) the relative importance of each issue being negotiated

Question 56

What is an exploding offer?

A) applying time pressure to give the opponent a very short time to accept their offer
B) giving the other party unlimited time to consider your offer
C) backing out of a negotiation
D) an offer which you know the other party will immediately reject
E) an offer that takes place at an off-site location.

Question 57

CommTel is a telephone company with a policy of filling positions internally through promotions, rather than hiring from outside. Until recently, the company had a strong engineering focus and tended to promote people into senior executive positions from the engineering areas. Consequently, almost all of the company's 14 senior executives joined the company over 20 years ago in junior engineering positions. There is increasing pressure on CommTel to become more marketing-and service-oriented. As a result, four people were hired last year from consumer products and retail firms to fill new senior executive positions in marketing and service management. The external hires were necessary because current employees were not sufficiently qualified. Now there are signs of tension among senior executives, particularly during budget deliberations where there is limited discretionary spending on new corporate activities. The four new hires have been frustrated in their attempts to have the company put more money into marketing and customer services instead of technology investment, and they blame the senior executives for being hard-headed. The conflict episodes are viewed by both sides as personal attacks rather than attempts to resolve the problem.

-The conflict at CommTel appears to be ________ conflict.

A) constructive
B) legitimate
C) task-related
D) relationship
E) cooperation

Question 58

CommTel is a telephone company with a policy of filling positions internally through promotions, rather than hiring from outside. Until recently, the company had a strong engineering focus and tended to promote people into senior executive positions from the engineering areas. Consequently, almost all of the company's 14 senior executives joined the company over 20 years ago in junior engineering positions. There is increasing pressure on CommTel to become more marketing-and service-oriented. As a result, four people were hired last year from consumer products and retail firms to fill new senior executive positions in marketing and service management. The external hires were necessary because current employees were not sufficiently qualified. Now there are signs of tension among senior executives, particularly during budget deliberations where there is limited discretionary spending on new corporate activities. The four new hires have been frustrated in their attempts to have the company put more money into marketing and customer services instead of technology investment, and they blame the senior executives for being hard-headed. The conflict episodes are viewed by both sides as personal attacks rather than attempts to resolve the problem.

-The four new hires have been attempting to have the company put more money into marketing and customer services instead of technology investment. This is mainly an example of conflict due to

A) role ambiguity.
B) lack of communication.
C) sequential task interdependence.
D) overt behaviors.
E) goal incompatibility.

Question 59

CommTel is a telephone company with a policy of filling positions internally through promotions, rather than hiring from outside. Until recently, the company had a strong engineering focus and tended to promote people into senior executive positions from the engineering areas. Consequently, almost all of the company's 14 senior executives joined the company over 20 years ago in junior engineering positions. There is increasing pressure on CommTel to become more marketing-and service-oriented. As a result, four people were hired last year from consumer products and retail firms to fill new senior executive positions in marketing and service management. The external hires were necessary because current employees were not sufficiently qualified. Now there are signs of tension among senior executives, particularly during budget deliberations where there is limited discretionary spending on new corporate activities. The four new hires have been frustrated in their attempts to have the company put more money into marketing and customer services instead of technology investment, and they blame the senior executives for being hard-headed. The conflict episodes are viewed by both sides as personal attacks rather than attempts to resolve the problem.

-The conflict between the values of the senior engineers and the newer marketing team is due to

A) differentiation.
B) task interdependence.
C) ambiguous rules.
D) resource scarcity.
E) generational cohorts.

Question 60

CommTel is a telephone company with a policy of filling positions internally through promotions, rather than hiring from outside. Until recently, the company had a strong engineering focus and tended to promote people into senior executive positions from the engineering areas. Consequently, almost all of the company's 14 senior executives joined the company over 20 years ago in junior engineering positions. There is increasing pressure on CommTel to become more marketing-and service-oriented. As a result, four people were hired last year from consumer products and retail firms to fill new senior executive positions in marketing and service management. The external hires were necessary because current employees were not sufficiently qualified. Now there are signs of tension among senior executives, particularly during budget deliberations where there is limited discretionary spending on new corporate activities. The four new hires have been frustrated in their attempts to have the company put more money into marketing and customer services instead of technology investment, and they blame the senior executives for being hard-headed. The conflict episodes are viewed by both sides as personal attacks rather than attempts to resolve the problem.

-CommTel had to hire outside the company because it was felt that the internal employees lacked the skills needed. Many of the new employees were younger, which compounded the conflict due to

A) goal incompatibility.
B) differentiation.
C) scarce resources.
D) ambiguity.
E) interdependence.

Question 61

Play, Incorporated, a major gaming software company, is experiencing conflict between the young Internet-savvy employees who design the games and the older, less computer-literate executives who run the company. The company has hired team leaders who could work with the executives and who are also highly computer literate.

-By hiring these team leaders as liaisons between the executives and employees, the company will

A) increase conflict between developers and executives by reducing communication.
B) reduce conflict by clarifying rules and procedures.
C) increase conflict by increasing task interdependence.
D) reduce conflict by creating superordinate goals.
E) reduce conflict by reducing task interdependence.

Question 62

Play, Incorporated, a major gaming software company, is experiencing conflict between the young Internet-savvy employees who design the games and the older, less computer-literate executives who run the company. The company has hired team leaders who could work with the executives and who are also highly computer literate.

-One suggestion the team leaders have is to create smaller work units, and oversee their coordination. By doing so, the team leaders will serve as

A) buffers.
B) integrators.
C) task masters.
D) mediators.
E) arbitrators.

Question 63

Employees at Charlotte International have been frustrated with management on just about everything. The conflict episodes are viewed by both sides as personal attacks rather than attempts to resolve problems. Both sides have decided to seek third-party dispute resolution. Management prefers a third-party intervention that has high process and decision control while employees prefer a high level of process control and no decision control.

-Management at Charlotte International appears to prefer which of the following types of third-party intervention?

A) arbitrator
B) competitor
C) mediator
D) inquisitor
E) abstainer

Question 64

Employees at Charlotte International have been frustrated with management on just about everything. The conflict episodes are viewed by both sides as personal attacks rather than attempts to resolve problems. Both sides have decided to seek third-party dispute resolution. Management prefers a third-party intervention that has high process and decision control while employees prefer a high level of process control and no decision control.

-Employees at Charlotte International prefer which of the following types of third-party intervention?

A) inquisitor
B) competitor
C) arbitrator
D) abstainer
E) mediator

Question 65

Conflict can help organizations become more responsive to their external environments.

Question 66

Ultimately, conflict is based on perceptions.

Question 67

Teams that have developed mutual understanding are less likely to experience relationship conflict.

Question 68

The conflict process is a series of episodes which can potentially cycle into conflict escalation.

Question 69

When the opposing party has substantial power, the yielding style may be appropriate, but it can also produce more conflict in the long run.

Question 70

The problem-solving conflict-handling style has high assertiveness and low cooperativeness.

Question 71

One approach to conflict management is to have the parties commit to superordinate goals.

Question 72

Third-party arbitrators have high control of both the process and final decision.

Question 73

The distributive approach to negotiations is a win-lose approach.

Question 74

Negotiation is more successful when the parties start the process with little or no preparation.

Question 75

In the BATNA model, the resistance point is where one party is willing to consider different concessions.

Question 76

A negotiation is unlikely to be successful unless both parties volunteer information.