Please enable JavaScript.

Coggle requires JavaScript to display documents.

Unit 4. Protocol Control - Coggle Diagram

- - - - The rejection of a message designed to influence attitudes.
      - Fragmentation of attitudes
      - The acceptance of inconsistency, so that a new attitude is generated. This theory proposes that affect, cognition and behavior determine attitudes and that attitudes determine, in turn, affect, cognition and behavior.
  - - - Distraction is one of many situational factors that increase persuasiveness. Another factor that makes people more susceptible to change in their attitudes is a pleasant environment.
  - - - Three approaches have been developed:
        
        Satisfaction promotes productivity.
        
        Productivity causes satisfaction.
        
        Rewards intervene, with no inherent relationship.
- - - - Some types of conflicts are:
        
        Functional conflict.
        
        It is a confrontation between groups that is positive for organizational performance.
        performance of the organization. For example, the one that occurs between departments regarding the most efficient way to provide a service. If such conflicts did not occur in organizations, there would be little reason to introduce change. Hence, we can consider conflict as "creative tension".
        
        Dysfunctional conflict.
        
        It is any confrontation or interaction between groups that harms the organization or prevents it from achieving its objectives. Management should seek to eliminate conflicts of this type.
        
        A beneficial conflict often becomes detrimental. In most cases it is impossible to identify precisely when a functional conflict becomes dysfunctional. An identical level of tension and conflict, which results in one group making healthy and positive progress toward its goals, may become disruptive and dysfunctional in another group (or even in the same group at another time).
        
        Conflict and organizational performance.
        
        Conflict can produce negative or positive effects on the organization's performance, depending on the type of conflict and the way it is managed. In every organization there is an optimal level of conflict that can be considered highly functional and whose effects are positive. On the one hand, when the level of conflict is too low, it can negatively affect the organization's performance. It is difficult to make changes and innovations and the organization may have problems adapting to a change in its environment.
  - - - In practice, most leaders try to eliminate any type of conflict, whether functional or dysfunctional, because:
        
        The home, the school and the church have throughout history defended values contrary to conflict. In addition, most religious doctrines view peace, tranquility and unquestioning obedience as positive.
        
        Leaders are often evaluated and rewarded for the absence of conflict in the areas for which they are responsible.
  - - - Work interdependence occurs when two or more groups in an organization depend on each other to perform their work. In such cases, the potential for conflict is very high.
    - - It does not require any interaction between groups, as each acts independently. However, it is the combined performance of all that decides the success of the organization. The possibility of conflict is relatively low.
    - - It requires one group to finish a job so that another can do the same. In these circumstances, when the final product of one group is the input of another, there is a greater likelihood of conflict.
    - - It requires that the final product of each group serve as input for other groups in the same organization. The possibilities of conflicts are high.
  - - - Many changes are likely to occur within the groups involved in a conflict:
        
        Increased group cohesion: any kind of external threat usually results in group members forgetting their personal differences and closing ranks to defend themselves.
        
        Increased autocratic leadership: democratic methods of leadership are likely to lose popularity the moment any threat to the group is perceived, as members will demand stronger leadership.
    - - Distortion of perceptions: there is a distortion of the perceptions of the members of each group. Each of the groups involved in the conflict situation considers itself superior to the others in terms of performance and believes that it is more important for the survival of the organization than all the others.
        
        Negative stereotypes: as the conflict escalates and perceptions continue to be distorted, a situation of reinforcement of any negative stereotypes that may have existed occurs.
- - - - Table linen: White for large occasions, pastel colors for less formal ones. Napkins should be the same color.
      - The dinnerware: The base plate is only a support. It is larger than the others. The latter will be chosen according to the selected menu.
      - Cutlery: Place from the outside in, in the order in which they are to be used. Forks to the left, except for the fork for the entrée which does not require a knife.
      - Knives and Spoons go on the right side. Knives are placed with the blade facing inward.