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Patterns of Work - Coggle Diagram
Patterns of Work
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Line-staff conflict. Involves disagreements over who
has authority and control over specific matters.
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Workflow interdependencies.Occur when people or units are required to cooperate to meet challenging goals.
Domain ambiguities.Occur as misunderstandings over such
things as customer jurisdiction or scope of authority .
To maintain good working relationships, negotiators should
strive for high ethical standards.
Negotiators’ rationalizations for questionable ethical behavior
are offset by long-run negative consequences.
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Individuals who are not able to recognize and
respect the impact of culture may contribute to
emergence of dysfunctional situations
Substantive conflict.
A fundamental disagreement over ends or goals to be pursued and the means for their accomplishment. Emotional conflict. Interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, etc
Intrapersonal conflicts.
Actual or perceived pressures from incompatible goals or expectations, Approach-approach conflict, Avoidance-avoidance conflict, Approach-avoidance conflict.
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Conflict occurs whenever:
Disagreements exist in a social situation over issues of substance.Emotional antagonisms cause frictions between individuals or groups
Interorganizational conflict.
Commonly refers to the competition and rivalry that characterize firms operating in the same markets. Encompasses disagreements that exist between any two or more organizations.
Potential benefits of functional conflict.
Surfaces important problems so they can be addressed.Causes careful consideration of decisions.Causes reconsideration of decisions.Increases information available for decision making.Provides opportunities for creativity.
Reduced interdependence.
Adjusting the level of interdependency among units or individuals when workflow conflicts exist.Decoupling, buffering, and linking pin roles.
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