People-focused conflict is defined as interpersonal conflict that is personal

(such as a clash between different personalities or interpersonal styles). It

refers to the “in your face” kind of confrontation in which emotions run high
and people feel moral indignation.
 
Issue-focused conflict refers to interpersonal conflicts that are substantive, or
content-oriented. They are more like rational negotiations.
 
Personal differences are variations among individuals’ values and needs that
have been shaped by different socialization processes. Interpersonal conflicts
stemming from such incompatibilities are the most difficult for managers to
resolve.
 
Interpersonal competence is the ability to manage conflict, to build and
manage high-performance teams, to conduct efficient meetings, to coach and
counsel employees, to provide negative feedback in constructive ways, to
influence others’ opinions, and to motivate and energize employees.

The define success in terms of real gains, not imaginary losses step is
characterized by asking “Does this outcome constitute a meaningful
improvement over current conditions?”
 
The step Use objective criteria for evaluating alternatives is characterized by
asking “What is a fair way to evaluate the merits of our arguments?”
 
The step Establish overarching goals is characterized by asking “What
common goals support these discussions?”
 
The step Invent options for mutual gains is summarized as “Now that we
better understand each other’s underlying concerns and objectives, let’s
brainstorm ways of satisfying both our needs.”

During responder-problem identification, you should signal your willingness to

consider making changes by agreeing with facts, perceptions, feelings, or
principles.
 
Signaling your willingness to consider making changes by agreeing with facts,
perceptions, feelings, or principles is not a step in initiator-problem
identification.
 
Signaling your willingness to consider making changes by agreeing with facts,
perceptions, feelings, or principles is not a step in mediator-problem
identification.
 
Signaling your willingness to consider making changes by agreeing with facts,
perceptions, feelings, or principles is not a step in responder-solution
generation.

Distributive bargaining and integrative perspective are negotiation strategies—

broad approaches or perspectives used for resolving differences or allocating
scarce resources.
 
A proactive strategy is a method of managing stress and initiates action in
order to resist the negative effects of stress.
 
A reactive strategy is a method for managing stress that copes with the
stressors immediately, temporarily reducing their effects.
 
A small win strategy is a strategy for individuals to use for coping with stress;
it involves celebrating each small successful step, especially changes that are
easy to implement and that build momentum, in the attack on a large project.

Issue-focused conflicts are more like rational negotiations. They are interpersonal

conflicts that are substantive, or content-oriented.
 
People-focused conflict is defined as interpersonal conflict that is personal (such as a
clash between different personalities or interpersonal styles). It refers to the “in your
face” kind of confrontation in which emotions run high and people feel moral
indignation.
 
Personal differences are variations among individuals’ values and needs that have been
shaped by different socialization processes. Interpersonal conflicts stemming from such
incompatibilities are the most difficult for managers to resolve.
 
Interpersonal competence is the ability to manage conflict, to build and manage high-
performance teams, to conduct efficient meetings, to coach and counsel employees, to
provide negative feedback in constructive ways, to influence others’ opinions, and to
motivate and energize employees.

An avoiding response is an unassertive, uncooperative reaction to conflict that

neglects the interests of both parties by side-stepping the issue. The resulting
frustration may engender power struggles as others rush to fill the leadership
vacuum.
 
A reflecting response serves two purposes: to confirm that a message was
heard, and to communicate understanding and acceptance of the other
person.
 
A threat-rigidity response is the tendency of almost all individuals, groups,
and organizations to become rigid, meaning conservative and self-protective,
when faced with a threat.
 
A probing response asks a question about what the communicator just said or
about a topic selected by the listener.

A forcing response is an assertive, uncooperative response to conflict that uses

the exercise of authority to satisfy one’s own needs at the expense of another’s.
It can be done by using formal authority, physical threats, or manipulation
ploys, or by ignoring the claims of the other party.
 
A reflecting response serves two purposes: to confirm that a message was
heard, and to communicate understanding and acceptance of the other
person.
 
A threat-rigidity response is the tendency of almost all individuals, groups,
and organizations to become rigid, meaning conservative and self-protective,
when faced with a threat.
 
A probing response asks a question about what the communicator just said or
about a topic selected by the listener.

Personal differences are a common type of interpersonal conflict that are the

most difficult for managers to resolve. Personal differences are variations
among individuals’ values and needs that have been shaped by different
socialization processes. Interpersonal conflicts stemming from such
incompatibilities are the most difficult for a manager to resolve.
 
An informational deficiency is a breakdown in organizational communication.
Conflicts based on the resulting misunderstanding tend to be common but
easy to resolve.
 
Role incompatibility is the conflict-producing difference between workers
whose tasks are interdependent but whose priorities differ because their
responsibilities within the organization differ. The mediation of a common
superior is usually the best solution.
 
Environmental stress is conflict-fostering tension induced by such
organizational factors as budget tightening or uncertainty caused by rapid,
repeated change.

The six-step framework adapted from the integrated bargaining literature

(Stroh, Northcraft, & Neale, 2002) for the collaborative problem-solving
process includes establishing overarching goals; separating the people from
the problem; focusing on interests, not positions; inventing options for mutual
gains; using objective criteria for evaluating alternatives; and defining success
in terms of real gains, not imaginary losses.

An accommodating approach generally ends with both parties losing. It is a

response to a conflict that tries to preserve a friendly interpersonal
relationship by satisfying the other party’s concerns while ignoring one’s own.
 
A deficit approach is the left side of the performance continuum, characterized
by concepts such as solving problems and making a profit, which has garnered
more attention that the abundance approach but is less relevant to the skill of
leading positive change.
 
The collaborating approach is the cooperative, assertive, problem-solving
mode of responding to a conflict. It focuses on finding solutions to the basic
problems and issues that are acceptable to both parties rather than on finding
fault and assigning blame. Of the conflict management approaches, this is the
only win–win strategy.
 
The abundance approach is the right side of the performance continuum,
characterized by concepts such as striving for excellence and being ethically
virtuous, which are especially relevant to the skill of leading positive change.

Mediator-problem identification involves acknowledging that a conflict exists,

maintaining a neutral posture, and managing the discussion to ensure fairness.
 
Responder-problem identification involves establishing a climate for joint
problem solving, seeking additional information about the problem, and
agreeing with some aspect of the complaint.
 
Initiator-problem identification involves maintaining personal ownership of
the problem, encouraging two-way discussions, and managing the agenda of
the conversation carefully.
 
Mediator-solution generation involves exploring the whys behind disputants’
arguments or demands.

The distributive bargaining perspective is a negotiation tactic that requires both

parties to sacrifice something to resolve the conflict—to divide up a “fixed pie.”
 
An integrative perspective is a negotiation tactic in which the focus is on
collaborative ways of “expanding the pie” by avoiding fixed, incompatible
positions.
 
The abundance approach is the right side of the performance continuum,
characterized by concepts such as striving for excellence and being ethically
virtuous, which are especially relevant to the skill of leading positive change.
 
A deficit approach is the left side of the performance continuum, characterized
by concepts such as solving problems and making a profit, which has garnered
more attention that the abundance approach but is less relevant to the skill of
leading positive change.

An integrative perspective is a negotiation tactic in which the focus is on collaborative

ways of “expanding the pie” by avoiding fixed, incompatible positions.
 
The distributive bargaining perspective is a negotiation tactic that requires both parties
to sacrifice something to resolve the conflict—to divide up a “fixed pie.”
 
The abundance approach is the right side of the performance continuum, characterized
by concepts such as striving for excellence and being ethically virtuous, which are
especially relevant to the skill of leading positive change.
 
A deficit approach is the left side of the performance continuum, characterized by
concepts such as solving problems and making a profit, which has garnered more
attention that the abundance approach but is less relevant to the skill of leading positive
change.
Negotiation strategies are one of two broad approaches or perspectives used for
resolving differences or allocating scarce resources—integrative and disruptive.
 
An accommodating approach is a response to a conflict that tries to preserve a
friendly interpersonal relationship by satisfying the other party’s concerns
while ignoring one’s own. It generally ends with both parties losing.
 
A deficit approach is the left side of the performance continuum, characterized
by concepts such as solving problems and making a profit, which has garnered
more attention that the abundance approach but is less relevant to the skill of
leading positive change.
 
The abundance approach is the right side of the performance continuum,
characterized by concepts such as striving for excellence and being ethically
virtuous, which are especially relevant to the skill of leading positive change.

The use objective criteria for evaluating alternatives step is characterized by

asking “What is a fair way to evaluate the merits of our arguments?”
 
The step Define success in terms of real gains, not imaginary losses is
characterized by asking “Does this outcome constitute a meaningful
improvement over current conditions?”
 
The step Establish overarching goals is characterized by asking “What
common goals support these discussions?”
 
The step Invent options for mutual gains is summarized as “Now that we
better understand each other’s underlying concerns and objectives, let’s
brainstorm ways of satisfying both our needs.”

An informational deficiency is a breakdown in organizational

communication. Conflicts based on the resulting misunderstanding tend to be
common but easy to resolve.
 
Personal differences are variations among individuals’ values and needs that
have been shaped by different socialization processes. Interpersonal conflicts
stemming from such incompatibilities are the most difficult for a manager to
resolve.
 
Role incompatibility is the conflict-producing difference between workers
whose tasks are interdependent but whose priorities differ because their
responsibilities within the organization differ. The mediation of a common
superior is usually the best solution.
 
Environmental stress is conflict-fostering tension induced by such
organizational factors as budget tightening or uncertainty caused by rapid,
repeated change.

Of the conflict management approaches, the collaborating approach is the only

win–win strategy. It is the cooperative, assertive, problem-solving mode of
responding to a conflict. It focuses on finding solutions to the basic problems
and issues that are acceptable to both parties rather than on finding fault and
assigning blame.
 
An accommodating approach is a response to a conflict that tries to preserve a
friendly interpersonal relationship by satisfying the other party’s concerns
while ignoring one’s own. It generally ends with both parties losing.
 
A deficit approach is the left side of the performance continuum, characterized
by concepts such as solving problems and making a profit, which has garnered
more attention that the abundance approach but is less relevant to the skill of
leading positive change.
 
The abundance approach is the right side of the performance continuum,
characterized by concepts such as striving for excellence and being ethically
virtuous, which are especially relevant to the skill of leading positive change.

The define success in terms of real gains, not imaginary losses step is characterized by
asking “Does this outcome constitute a meaningful improvement over current conditions?”
 
The step Use objective criteria for evaluating alternatives is characterized by asking
“What is a fair way to evaluate the merits of our arguments?”
 
The step Establish overarching goals is characterized by asking “What common goals
support these discussions?”
 
The step Invent options for mutual gains is summarized as “Now that we better
understand each other’s underlying concerns and objectives, let’s brainstorm ways of
satisfying both our needs.”

Role incompatibility is the source of interpersonal conflict that includes goals

and responsibilities. It is the conflict-producing difference between workers
whose tasks are interdependent but whose priorities differ because their
responsibilities within the organization differ. The mediation of a common
superior is usually the best solution.
 
An informational deficiency is a breakdown in organizational communication.
Conflicts based on the resulting misunderstanding tend to be common but
easy to resolve.
 
Personal differences are variations among individuals’ values and needs that
have been shaped by different socialization processes. Interpersonal conflicts
stemming from such incompatibilities are the most difficult for a manager to
resolve.
 
Environmental stress is conflict-fostering tension induced by such
organizational factors as budget tightening or uncertainty caused by rapid,
repeated change.

A compromising response is a reaction to conflict that attempts to find

satisfaction for both parties by “splitting the difference.” If overused, it sends
the message that setting disputes is more important than solving problems.
 
An avoiding response is an unassertive, uncooperative reaction to conflict that
neglects the interests of both parties by side-stepping the issue. The resulting
frustration may engender power struggles as others rush to fill the leadership
vacuum.
 
A reflecting response serves two purposes: to confirm that a message was
heard, and to communicate understanding and acceptance of the other
person.
 
A probing response asks a question about what the communicator just said or
about a topic selected by the listener.
Stick to the facts is one of the steps in initiator-problem identification. You
should use specific details to illustrate the expectations or standards violated.
 
Respond empathetically is a step in the responder-problem identification
process.
 
Ask questions is a step in the responder-problem identification process.
 
Show genuine concern and interest is a step in the responder-problem
identification process.

Mediator-problem identification involves acknowledging that a conflict exists,

maintaining a neutral posture, and managing the discussion to ensure
fairness.
 
Responder-problem identification involves establishing a climate for joint
problem solving, seeking additional information about the problem, and
agreeing with some aspect of the complaint.
 
Initiator-problem identification involves maintaining personal ownership of
the problem, encouraging two-way discussions, and managing the agenda of
the conversation carefully.
 
Initiator-solution generation involves focusing on the things you share in
common as the basis for recommending preferred alternatives.

The responder role is the part in a conflict management model played by the

person who is supposedly the source of the initiator’s problem.
 
The initiator role is the part in a conflict management model played by the
individual who first registers a complaint with another person, who is the
responder.
 
The mediator role is the part in the conflict management model played by the
third party who intervenes in a dispute between an initiator and a responder.
 
Relationship-building roles are those that emphasize the interpersonal aspects
of the team.