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True / False

1. Conflict is a common occurrence in organizations.

a. True
b. False
ANSWER: True

2. Constructive conflict can result in new ideas.

a. True
b. False
ANSWER: True

3. Task conflict in organizations occurs when people disagree about what needs to be done.
a. True
b. False
ANSWER: True

4. Change can lead to conflict.

a. True
b. False
ANSWER: True

5. The competing conflict management style usually involves friendly interactions.

a. True
b. False
ANSWER: False

6. One of the best ways to resolve a conflict is to ignore it.

a. True
b. False
ANSWER: False

7. When third-party conflict mediators are involved in a resolution attempt, the mediators usually come from inside the
organization.
a. True
b. False
ANSWER: False

8. Displaying anger can be an effective conflict resolution technique in the workplace, because it shows strength.
a. True
b. False
ANSWER: False

9. Being a good listener is one of the most important skills to have when attempting to manage conflicts in the workplace.
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a. True
b. False
ANSWER: True

10. When resolving conflict, it is important for managers to possess strong mediation skills, such as being open-minded
and nonjudgmental.
a. True
b. False
ANSWER: True

11. Although expressing one’s emotions can be beneficial in other types of conflicts, it is better to suppress one’s
emotions entirely during negotiation.
a. True
b. False
ANSWER: True

12. When mediating a conflict, it is best to ask leading questions.

a. True
b. False
ANSWER: False

13. Relationship conflicts usually yield positive results in an organization.

a. True
b. False
ANSWER: False

14. Integrative negotiation is generally better than distributive negotiation.

a. True
b. False
ANSWER: True

15. Negotiators are not allowed to reject the proposed resolution of a conciliator.
a. True
b. False
ANSWER: False

16. The results of arbitration are legally binding.

a. True
b. False
ANSWER: False

17. Adjusting organizational design is a way to reduce process conflict.

a. True
b. False
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ANSWER: False

18. Conflicts of interest should be resolved by jointly addressing both parties’ interests.
a. True
b. False
ANSWER: True

Multiple Choice

19. Which of the following is NOT a characteristic of conflict?

a. It can be a creative force.
b. It can be resolved with people feeling better about something.
c. It can impact company performance.
d. It is influenced by emotions.
e. It always entails a form of destruction.
ANSWER: e

20. Which of the following is NOT a characteristic of constructive conflict?

a. It can energize behavior.
b. It works best when people focus on emotions.
c. It can stimulate new ideas.
d. It can promote healthy competition.
e. It can result in higher-quality decisions.
ANSWER: b

21. The management department plans to grow based on several agreed-upon goals, but department members can’t seem
to agree on how the goals will actually be achieved. The management department is experiencing
a. information conflict.
b. task conflict.
c. process conflict.
d. relationship conflict.
e. values conflict.
ANSWER: c

22. A group of managers cannot agree on what next month’s sales goals should be. The group is experiencing
a. values conflict.
b. task conflict.
c. process conflict.
d. relationship conflict.
e. information conflict.
ANSWER: b

23. Which type of conflict arises due to interpersonal issues?

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a. Values conflict
b. Task conflict
c. Process conflict
d. Relationship conflict
e. Information conflict
ANSWER: d

24. Wakefield Hospital has only one portable X-ray machine. The emergency room staff claim to have the greatest need
for the machine, but the surgeons in the operating room are demanding access to the machine as well. The conflict
between these two groups is a result of
a. differing process goals.
b. resource constraints.
c. differing values.
d. excessive competitiveness.
e. interpersonal differences.
ANSWER: b

25. Which of the following is NOT a characteristic of negotiation?

a. It can involve more than two parties.
b. Parties involved typically have different preferences.
c. It is fairly consistent across cultures.
d. It is primarily about compromise.
e. Parties involved can be groups or individuals.
ANSWER: c

26. ________ conflict is destructive, and focused on emotions and differences between two parties.
a. Values
b. Information
c. Dysfunctional
d. Constructive
e. Structural
ANSWER: c

27. ________ conflict balances the interests of both parties to maximize mutual gains and the attainment of mutual goals.
a. Values
b. Information
c. Dysfunctional
d. Constructive
e. Structural
ANSWER: d

28. When dysfunctional conflict occurs,

a. the organization is positively influenced.
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b. neither party typically withdraws from communicating.
c. negative feelings do not carry over after the conflict ends.
d. the parties involved typically focus on the issues, not emotions.
e. typically no one is satisfied with the outcome.
ANSWER: e

29. ________ conflict is a disagreement about which goals should be pursued by an organization.
a. Values
b. Task
c. Process
d. Relationship
e. Information
ANSWER: b

30. ________ conflict is a disagreement about how to accomplish something.

a. Values
b. Task
c. Process
d. Relationship
e. Information
ANSWER: c

31. ________ conflict occurs due to personality differences.

a. Values
b. Task
c. Process
d. Relationship
e. Information
ANSWER: d

32. ________ conflict occurs due to perceived or actual incompatibilities in beliefs about what is right or wrong.
a. Values
b. Task
c. Process
d. Relationship
e. Information
ANSWER: a

33. ________ conflict occurs when people are misinformed or interpret things differently.
a. Values
b. Task
c. Process

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d. Relationship
e. Information
ANSWER: e

34. Conflicts of interest about perceptions of fairness or trust occur due to ________ issues.
a. security
b. deep-level
c. surface-level
d. psychological
e. physiological
ANSWER: d

35. Conflicts of interest over the way the conflict will be handled occur due to ________ issues.
a. psychological
b. procedural
c. ethical
d. substantive
e. cultural
ANSWER: b

36. Conflicts of interest about money occur as a result of ________ issues.

a. psychological
b. procedural
c. ethical
d. substantive
e. cultural
ANSWER: d

37. ________ conflict occurs as a result of process features of the organization.

a. Values
b. Task
c. Structural
d. Relationship
e. Information
ANSWER: c

38. In the ________ stage of Glasl’s model of conflict escalation, the disagreement is recognized, but both sides believe it
can be resolved through discussion.
a. hardening
b. loss of face
c. action over words
d. debate
e. images/coalitions
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ANSWER: a

39. In the ________ stage of Glasl’s model of conflict escalation, each side’s opinion becomes polarized and emotions
rise.
a. hardening
b. loss of face
c. action over words
d. debate
e. images/coalitions
ANSWER: d

40. In the ________ stage of Glasl’s model of conflict escalation, the idea that “talking no longer helps” emerges and the
conflict begins to get destructive.
a. hardening
b. loss of face
c. action over words
d. debate
e. images/coalitions
ANSWER: c

41. In the ________ stage of Glasl’s model of conflict escalation, negative rumors are spread and stereotypes are formed
as each side prepares for a fight and conducts a search for supporters.
a. hardening
b. loss of face
c. action over words
d. debate
e. images/coalitions
ANSWER: e

42. The ________ stage of Glasl’s model of conflict escalation marks the beginning of open and direct aggression
intended to cause public shame to the opponent.
a. hardening
b. loss of face
c. action over words
d. debate
e. images/coalitions
ANSWER: b

43. In the ________ stage of Glasl’s model of conflict escalation, ultimatums are made and conflict escalation accelerates.
a. together into the abyss
b. threat as a strategy
c. fragmentation of the enemy
d. burn the unbelievers

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e. limited attempts to overthrow
ANSWER: b

44. In the ________ stage of Glasl’s model of conflict escalation, the opponent is no longer viewed as a person and slight
personal damage is considered acceptable.
a. together into the abyss
b. threat as a strategy
c. fragmentation of the enemy
d. burn the unbelievers
e. limited attempts to overthrow
ANSWER: e

45. In the ________ stage of Glasl’s model of conflict escalation, the goal becomes destruction and dissolution of the
system.
a. together into the abyss
b. threat as a strategy
c. fragmentation of the enemy
d. burn the unbelievers
e. limited attempts to overthrow
ANSWER: c

46. In the ________ stage of Glasl’s model of conflict escalation, extermination of the opponent at the price of self-
extermination is considered acceptable.
a. together into the abyss
b. threat as a strategy
c. fragmentation of the enemy
d. burn the unbelievers
e. limited attempts to overthrow
ANSWER: a

47. When a conflict begins to escalate, one of the best ways to prevent further escalation is to
a. use hostile body language to indicate that you’re not willing to be pushed around.
b. instigate a shouting match but only if you’re pretty sure you will win.
c. intimidate the other party by acting more aggressively than they were expecting.
d. react equivalently to the other party, and try not to overact.
e. rally other people to your side.
ANSWER: d

48. Which conflict resolution strategy reflects a desire to give both parties what they want?
a. Compromising
b. Avoiding
c. Competing
d. Accommodating
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e. Collaborating
ANSWER: e

49. Which conflict resolution strategy requires both sides to sacrifice something in order to end the conflict?
a. Compromising
b. Avoiding
c. Competing
d. Accommodating
e. Collaborating
ANSWER: a

50. Which conflict resolution strategy entails pursuing one’s interests without any regard for the other party’s?
a. Compromising
b. Avoiding
c. Competing
d. Accommodating
e. Collaborating
ANSWER: c

51. Which conflict resolution strategy entails giving the other party what it wants?
a. Compromising
b. Avoiding
c. Competing
d. Accommodating
e. Collaborating
ANSWER: d

52. Which conflict resolution strategy entails ignoring the conflict or denying that it exists?
a. Compromising
b. Avoiding
c. Competing
d. Accommodating
e. Collaborating
ANSWER: b

53. Which conflict resolution strategy embodies an “I win, you lose” mindset?
a. Compromising
b. Avoiding
c. Competing
d. Accommodating
e. Collaborating
ANSWER: c

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54. Which conflict resolution strategy embodies an “I lose, you win” mindset?
a. Compromising
b. Avoiding
c. Competing
d. Accommodating
e. Collaborating
ANSWER: d

55. Which conflict resolution strategy embodies a “we both win some and lose some” mindset?
a. Compromising
b. Avoiding
c. Competing
d. Accommodating
e. Collaborating
ANSWER: a

56. Which conflict resolution strategy embodies an “I win, you win” mindset?
a. Compromising
b. Avoiding
c. Competing
d. Accommodating
e. Collaborating
ANSWER: e

57. Which conflict resolution strategy embodies a “nobody wins, nobody loses” mindset?
a. Compromising
b. Avoiding
c. Competing
d. Accommodating
e. Collaborating
ANSWER: b

58. The compromising strategy entails a _________ concern for one’s own interests and a high concern for the interests of
the other party.
a. variable
b. fluctuating
c. low
d. high
e. moderate
ANSWER: e

59. The avoiding strategy entails a _________ concern for one’s own interests and a low concern for the interests of the
other party.
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a. low
b. high
c. fluctuating
d. variable
e. moderate
ANSWER: a

60. The accommodating strategy entails a _________ concern for one’s interests and a high concern for the interests of
the other party.
a. high
b. low
c. fluctuating
d. variable
e. moderate
ANSWER: b

61. The collaborating strategy entails a _________ concern for one’s own interests and a high concern for the interests of
the other party.
a. low
b. variable
c. fluctuating
d. high
e. moderate
ANSWER: d

62. The competing strategy entails a _________ concern for one’s own interests and a low concern for the interests of the
other party.
a. moderate
b. low
c. high
d. fluctuating
e. variable
ANSWER: c

63. Which of the following is NOT a recommended conflict resolution behavior?

a. Expressing emotions in an honest way
b. Meeting separately with those involved in the conflict
c. Creating solutions to the conflict
d. Documenting areas of agreement and disagreement
e. Encouraging the parties to focus on their common interests
ANSWER: b

64. Which conflict resolution behavior entails attempting to put yourself in the other person’s position and understand that
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person’s point of view?
a. Documenting
b. Perspective taking
c. Smoothing
d. Reaching out
e. Focusing on interests
ANSWER: b

65. Which conflict resolution behavior entails playing down the differences between the two sides?
a. Documenting
b. Perspective taking
c. Smoothing
d. Reaching out
e. Focusing on interests
ANSWER: c

66. Which conflict resolution behavior entails contacting the other party, making the first move, and trying to make
amends?
a. Documenting
b. Perspective taking
c. Smoothing
d. Reaching out
e. Focusing on interests
ANSWER: d

67. Which conflict resolution behavior encourages parties to focus on the outcome?
a. Documenting
b. Perspective taking
c. Smoothing
d. Reaching out
e. Focusing on interests
ANSWER: e

68. Which conflict resolution behavior entails writing down areas of agreement and disagreement to ensure common
understanding and clear communication?
a. Documenting
b. Perspective taking
c. Smoothing
d. Reaching out
e. Focusing on interests
ANSWER: a

69. Which of the following is an effective conflict resolution behavior?

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a. Winning at all costs
b. Displaying anger
c. Avoiding the conflict
d. Demeaning the other party
e. None of these are correct.
ANSWER: e

70. Which method is being used when multiple groups discuss issues separately and then discuss them together, to better
synthesize different viewpoints into a common framework?
a. The dialectical method
b. The diabolical method
c. The devil’s advocate method
d. The Delphi method
e. The diverse group technique
ANSWER: a

71. Which type of negotiation occurs when any gain to one party is offset by an equivalent loss to the other?
a. Mediation
b. Conciliation
c. Distributive negotiation
d. Integrative negotiation
e. Arbitration
ANSWER: c

72. Which type of negotiation is a win-win in which the agreement involves no loss to either party?
a. Mediation
b. Conciliation
c. Distributive negotiation
d. Integrative negotiation
e. Arbitration
ANSWER: d

73. When a third party builds a positive relationship between two parties, improves their communication, and facilitates
their discussion, the process is called
a. mediation.
b. conciliation.
c. distributive negotiation.
d. integrative negotiation.
e. arbitration.
ANSWER: b

74. When a third party facilitates a discussion using persuasion and logic, suggests alternatives, establishes each side’s
priorities, and suggests a nonbinding settlement, the process is called
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a. mediation.
b. conciliation.
c. distributive negotiation.
d. integrative negotiation.
e. arbitration.
ANSWER: a

75. When a third party is involved in a conflict and has the power to issue a binding settlement, the process is called
a. mediation.
b. conciliation.
c. distributive negotiation.
d. integrative negotiation.
e. arbitration.
ANSWER: e

76. Which of the following is the chief advantage of arbitration?

a. It doesn't require the use of a third party.
b. It usually leaves both parties satisfied.
c. It always ends with a settlement.
d. It’s faster than mediation.
e. It’s cheaper than mediation.
ANSWER: c

77. What is the term for someone who investigates complaints and mediates fair settlements between aggrieved parties?
a. Researcher
b. Investigator
c. Conciliator
d. Mediator
e. Ombudsman
ANSWER: e

78. Which of the following is the chief disadvantage of arbitration?

a. At least one party is likely to be unhappy with the outcome.
b. It’s slower than mediation.
c. There is a chance that the process will not end in a settlement.
d. It’s more expensive than mediation.
e. Most arbiters don’t really know what they’re doing.
ANSWER: a

79. Among effective teams, relationship conflict tends to ________ toward the end of the project.
a. remain the same
b. decrease

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c. increase
d. become nonexistent
e. fluctuate
ANSWER: c

80. The further a conflict escalates, the ___________ to reverse it.

a. more opportunities there are
b. more likely you will be able
c. less challenging it will be
d. more challenging it will be
e. None of these are correct.
ANSWER: d

81. __________ conflict occurs between groups at the same organizational level.
a. Values
b. Task
c. Process
d. Vertical
e. Horizontal
ANSWER: e

82. __________ conflict occurs across different hierarchical levels in the organization.
a. Values
b. Task
c. Process
d. Vertical
e. Horizontal
ANSWER: d

83. Acts of vengeance fall under which category of ineffective conflict resolution behaviors?
a. Displaying anger
b. Winning at all costs
c. Retaliation
d. Avoiding the conflict
e. Demeaning the other party
ANSWER: c

84. Research has shown that managers who have good conflict resolution skills __________ than managers who don’t.
a. quit less often
b. fare no better
c. get more promotions
d. get fewer promotions

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e. None of these are correct.
ANSWER: c

85. __________ emotions can help to de-escalate conflict.

a. Not expressing
b. Angrily expressing
c. Honestly expressing
d. Excitedly expressing
e. Loudly expressing
ANSWER: c

86. The ill-advised conflict resolution approach called _________ involves arguing vigorously for one’s own opinions and
refusing to change the position, regardless of what will have to be sacrificed.
a. retaliating
b. winning at all costs
c. demeaning the other party
d. displaying anger
e. avoiding the conflict
ANSWER: b

87. What does “BATNA” stand for, as it relates to conflict resolution?

a. Before Arguing, Try Negotiating an Agreement
b. Best Alternative To a Negotiated Agreement
c. Biggest Advantage To Negotiating Anything
d. By Afternoon, The Negotiator Adjourns
e. Battered by Accelerating Tensions? Negotiate Away!
ANSWER: b

88. Which acronym serves as a reminder that when you negotiate, you shouldn’t accept an offer that is worse than what
you’d get if you hadn't negotiated at all?
a. NAACP
b. ASVAB
c. NIMBY
d. BATNA
e. SPECTRE
ANSWER: d

89. __________ involves a third party in a negotiation to overcome a stalemate between the parties.
a. Conflict escalation
b. Integrative negotiation
c. Distributive negotiation
d. Alternative dispute resolution
e. Game theory
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ANSWER: d

90. Distributive negotiation is

a. zero sum, meaning any gain for one party entails a corresponding loss for another.
b. usually ineffective, regardless of the techniques applied by all parties involved.
c. unscientific, so it is considered to generally be ineffective in all circumstances.
d. better than integrative negotiation because it uses a win–win technique.
e. None of these are correct.
ANSWER: a

91. Which of the following is a fundamental principle for integrative negotiation?

a. Insist on subjective fairness criteria
b. Focus on positions, not interests
c. Separate the people from the problem
d. Invent options for personal gain
e. None of these are correct.
ANSWER: c

92. Which of the following is NOT a fundamental principle of integrative negotiation?

a. Separate the people from the problem
b. Insist on objective fairness criteria
c. Invent options for mutual gain
d. Focus on positions, not interests
e. All of these are fundamental principles.
ANSWER: d

93. What term refers to the process in which two or more parties make offers, counteroffers, and concessions in order to
reach an agreement?
a. Integration
b. Distribution
c. Negotiation
d. Conflict
e. None of these are correct.
ANSWER: c

94. Which of the following is advised to effectively resolve conflicts in the workplace?
a. Retaliating
b. Expressing emotions honestly
c. Meeting separately with people having conflict
d. Demeaning the other party
e. Winning at all costs
ANSWER: b

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95. Which of the following is NOT one of the four key areas of skill development suggested by professionals in conflict
resolution training?
a. Communicating nonverbally
b. Questioning
c. Listening
d. Mediating
e. Avoiding
ANSWER: e

96. What conflict management style is appropriate when more information is needed or when addressing the conflict has
the potential to create more problems?
a. Accommodating
b. Competing
c. Avoiding
d. Compromising
e. Collaborating
ANSWER: c

97. What conflict management style is often used to set a precedent?

a. Compromising
b. Avoiding
c. Competing
d. Accommodating
e. Collaborating
ANSWER: c

98. A primary source of conflict is __________, which can lead to information conflict.
a. physiological needs
b. excitement
c. emotional needs
d. uncertainty
e. psychological needs
ANSWER: d

99. Some employees in an organization want to be on profits while others want to focus on doing the maximum good for
the maximum number of people. What type of conflict is occurring here?
a. Information conflict
b. Task conflict
c. Process conflict
d. Relationship conflict
e. Values conflict
ANSWER: e

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100. What typically fuels relationship conflict?
a. Interpersonal similarities
b. Interpersonal differences
c. Cultural similarities
d. Organizational differences
e. None of these are correct.
ANSWER: b

Completion

101. ______________ is a disagreement through which two or more parties perceive a threat to their interests, needs, or
concerns.
ANSWER: Conflict

102. _____________ conflict occurs when two parties agree on what they need to do but can’t agree on how to get it
done.
ANSWER: Process

103. A conflict of ________ occurs when someone believes that to satisfy her own needs, the needs and interests of
someone else must be sacrificed.
ANSWER: interest

104. ________ is a process in which two or more parties make offers, counteroffers, and concessions in order to reach an
agreement.
ANSWER: Negotiation

105. ________ are third parties in the confliction resolution process who usually have the authority to issue a binding
settlement.
ANSWER: Arbitrators

106. _____________ conflict occurs from incompatibility between individuals or groups.

ANSWER: Relationship

107. Conflict has a tendency to ________, which occurs when one party involved in a conflict first uses an aggressive
tactic or begins using more aggressive tactics than the other party.
ANSWER: escalate

108. When mediating a conflict, it is more effective to focus on ________ than on positions.
ANSWER: interests

109. In conflict mediation, _________ refers to playing down the differences between the two sides while emphasizing
common interests.
ANSWER: smoothing

110. Saying, “Maybe we can meet in the middle” or “I’m willing to reconsider my initial position” reflects a ________
conflict management style.

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ANSWER: compromising

Matching

Match each of the following scenarios with the type of conflict it most clearly illustrates.
a. While working for an organic deli, Jose discovers that most of the ingredients are not, in fact, organic. He’s
outraged and accuses Clara, the owner, of being unethical. She calmly replies that if customers can’t tell the
difference, there’s no reason why the deli can’t use cheaper ingredients and save money.
b. When Sara unexpectedly quits without a word of explanation, her coworkers ask Daniel, her manager, why she left.
He explains that corporate policy prohibits him from discussing the reason she left. This causes her coworkers to
suspect that she was pushed out by management, and tensions in the office rise.
c. Tommy, a marketer for a test prep company, always tries to enroll as many students as possible in each class
because his yearly bonus is based on sales. This angers Iris, a teacher in the company, because her yearly bonus
depends on her average student ratings and she tends to get better ratings with smaller classes.

111. Structural conflict

ANSWER: c

112. Values conflict

ANSWER: a

113. Informational conflict

ANSWER: b

Match each of the following conflict management strategies with the scenario that most clearly illustrates it. Some
strategies may be selected more than once.
a. Avoiding
b. Competing
c. Collaborating
d. Compromising
e. Accommodating

114. Pranav and Zora are venture capitalists. When they can’t agree on which of the two projects to invest in, they meet in
the middle and invest half as much in both.
ANSWER: d

115. When the work group needs to select a font for their PowerPoint presentation, Jim proposes Arial. In response,
Melissa launches into a seven-minute monologue proclaiming Helvetica the most amazing font ever. The truth is, Jim
couldn’t care less what font they use, so Helvetica it is.
ANSWER: e

116. Leona doesn’t want to fall for any of the used car salesman’s tricks, so she tells him that if he doesn’t sell the car for
$9,000, then she’ll take her business elsewhere.
ANSWER: b

117. Sayid knows that when Shannon sees him, she’s going to hound him about that French textbook he borrowed from
her three months ago, but he doesn’t remember where he put it, so when he sees her coming, he ducks into a bathroom.
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ANSWER: a

118. Jerry wants to go to Las Vegas for vacation, while his wife Erica wants to see Europe. Erica asks Jerry why he wants
to go to Vegas, and it turns out all he really cares about is gambling there. Erica proposes that they go to Monte Carlo, a
well-known gambling destination in France.
ANSWER: c

119. A colleague asks you to take her side in a dispute she’s having with your manager, but since you don’t want to
endanger your own relationship with him, you refuse to get involved.
ANSWER: a

120. Hillary wants to use the car on Saturday to go to a party, but Chad wants to use the car to go to a different party.
Before a fight ensues, Hillary asks Chad where his party is. It turns out that the two parties are within walking distance of
each other, so Hillary and Chad drive to the parties together.
ANSWER: c

Essay

121. Explain Glasl’s nine-stage model of conflict escalation.

ANSWER: In the first stage of conflict escalation, hardening, each side’s opinion hardens and the two opponents adopt a
collision course. The disagreement is recognized but each side believes that the issue can be resolved through
discussion. In the second stage, debate, each side’s opinion becomes polarized and emotions rise. Each side
begins thinking in terms of black and white and adopts a viewpoint of self-superiority and opponent-
inferiority. Constructive conflicts are generally resolved by the second stage. The third stage, action over
words, sees a decrease in empathy for the opponent, and the idea that “talking no longer helps” emerges. The
conflict becomes increasingly destructive in this stage. In the fourth stage, images/coalitions, negative
rumors are spread and stereotypes are formed as each side prepares for a fight and conducts a search for
supporters. The fifth stage, loss of face, marks the beginning of open and direct aggression intended to cause
the opponent’s loss of public face. In the sixth stage, threat as a strategy, threats and counter-threats
increase. As ultimatums are made, conflict escalation accelerates. In the seventh stage, limited attempts to
overthrow, the opponent is no longer viewed as a person. Slight personal damage is considered acceptable as
a consequence of limited attempts to overthrow the opponent. In the eighth stage, fragmentation of the
enemy, the goal becomes the destruction and dissolution of the system. This goal is pursued aggressively.
The ninth and final stage, together into the abyss, sees the descent into total confrontation with no way back.
Extermination of the opponent at the price of self-extermination is seen and accepted.

122. Describe the five styles of managing conflict and include the level of importance each style places on the opponent’s
interests. Provide specific examples of each.
ANSWER: Collaborating reflects a high concern for your own interests and a high concern for the interests of the other
party. This conflict management style emphasizes problem solving and pursues an outcome that gives both
parties what they want. Saying, “Let’s see if we can find a solution that meets both of our needs” reflects a
collaborating conflict management style. Collaborating helps to build commitment to the outcome, although
the communication required to reach a solution can take substantial time and energy. Even though there is a
risk that one party may take advantage of the other party’s trust and openness, collaboration is generally
regarded as the best approach for managing most conflicts. The objective of collaboration is to fulfill both
parties’ needs with a goal of “I win/you win.” Compromising is a conflict management style in which each
side sacrifices something in order to end the conflict. This middle-ground style reflects a moderate concern
for your own interests and a moderate concern for the interests of the other party. Saying, “Maybe we can
meet in the middle” or “I’m willing to reconsider my initial position” reflects a compromising style. A
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compromising style is often used to achieve temporary solutions, to avoid destructive power struggles, or
when a conflict must be resolved quickly. The goal of compromising is “I win some and lose some/you win
some and lose some.” Competing is a conflict management style resulting from a high concern for your own
interests and low concern for the other party. This approach is generally used when the conflict issue is
important or to set a precedent. However, because one party is trying to dominate the other, this conflict
management style can escalate the conflict and the loser may try to retaliate. A person who uses threats or
ultimatums is using a competing conflict management style. Saying, “If you don’t accept this offer the deal is
off” reflects a competing style. The goal of competing is “I win/you lose.” Accommodating is a cooperative
conflict management style. Accommodating reflects a low concern for your own interests and a high concern
for the interests of the other party. This conflict management style is generally used when the issue is more
important to the other party than it is to you. This style is also appropriate when you recognize that you are
wrong. Saying, “I’ll go along with whatever is best for you” reflects an accommodating style. The goal of
accommodating is “I lose/you win.” Avoiding is a passive conflict management style involving ignoring the
conflict or denying that it exists. This style reflects a low concern for your own interests and a low concern
for the interests of the other party. When this strategy is used to manage trivial conflicts no damage may be
done, but it can result in maximum damage when important issues are involved. Avoidance is also used when
more information is needed or when addressing the conflict has the potential to create more problems
(perhaps the other party is known to be aggressive). The primary drawback to an avoidance style is that the
decision may not be optimal to you and your interests. The goal of avoiding is “no winners/no losers.”
Because conflict is often uncomfortable, members of workgroups often resort to passive forms of conflict
management such as avoidance.

123. Describe how managers can create constructive conflict in the workplace. Provide specific examples.
ANSWER: Constructive conflict balances the interests of both parties to maximize mutual gains and to attain mutual
goals. To achieve such conflicts, one must be creative, adaptive, and have desire to discover a mutually
acceptable outcome. Results can be the identification of new alternatives and ideas. An example would be
when one family member wants to buy a truck to be able to transport items that won’t fit in a car but the
other party doesn’t want to lose all the seating room a car offers and they end up settling on an SUV.

124. Define negotiation. Describe the two main types of negotiation. Provide examples of each.
ANSWER: Negotiation is a process in which two or more parties make offers, counteroffers, and concessions in order to
reach an agreement. Most managers do a lot of negotiating as part of their jobs.
The two types of negotiation are distributive and integrative. Distributive negotiation occurs under zero-sum
conditions, where any gain to one party is offset by an equivalent loss to the other party. Integrative
negotiation is a win-win negotiation in which the agreement involves no loss to either party. In general,
integrative bargaining is better than distributive bargaining because when it is over neither party feels that
they have lost. Integrative bargaining helps to build good long-term relationships, and minimizes grudges
between the parties. This is particularly beneficial when the parties have to work together on an ongoing
basis once the negotiations are finished. An example of distributive negotiation would be where an interested
home buyer insists that certain upgrades be made by the seller before the asking price is met. The seller thus
is forced to expend more money to satisfy the potential buyer. This negotiation could be considered more
integrative if the home seller knowingly priced higher than they expected to receive and would throw in
some appliances to seal the deal if the asking price is agreed upon by the potential buyer.

125. Define conflicts of interest. Discuss potential causes, and how these types of conflicts can be resolved.
ANSWER: Conflicts of interest arise when someone believes that to satisfy his or her own needs, the needs and interests
of someone else must be sacrificed. This is particularly problematic when dividing resources (like money or
time) is a zero-sum game in which one party’s gain is the other party’s loss. Conflicts of interest can occur
over substantive issues (revolving around time, money, and physical resources), procedural issues (involving

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the way the conflict will be handled), and psychological issues (characterized by perceptions of fairness,
trust, or interest in participating). Resolution can best be achieved by jointly addressing the interests of both
parties. An employee who feels he unfairly works more holidays and weekends than his colleagues just
because he doesn’t specifically request off any days can appeal to the manager for an advance schedule
where the employee can request ahead to have certain holidays off so that others can fill in.

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