Which of the following conflict-handling intentions is unassertive and uncooperative?
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Show Organizational Behavior, 18e (Robbins) Chapter 14 Conflict and Negotiation 1) ________ is defined as a process that begins when one party perceives another party has or is about to negatively affect something the first party cares about. A) Problem solving B) Assessment C) Conflict D) Negotiation E) Collective bargaining Answer: C Explanation: Conflict is defined as a process that begins when one party perceives another party has or is about to negatively affect something the first party cares about. LO: 14.1: Describe the three types of conflict and the three loci of conflict. Difficulty: Easy Quest. Category: Concept 2) In the past, researchers ________. A) considered all conflict to be harmful B) considered all conflict to be necessary to generate discussion C) considered all conflict to be necessary to improve the creativity of a group D) argued about whether conflict was uniformly good or bad E) argued about whether conflict was rational and cannot be avoided Answer: D Explanation: In the past, researchers argued about whether conflict was uniformly good or bad. LO: 14.1: Describe the three types of conflict and the three loci of conflict. Difficulty: Moderate Quest. Category: Concept 3) Conflict that hinders group performance is destructive or ________ conflict. A) process B) traditional C) task D) dysfunctional E) dyadic Answer: D Explanation: Conflict that hinders group performance is destructive or dysfunctional conflict. A highly personal struggle for control in a team that distracts from the task at hand is dysfunctional. LO: 14.1: Describe the three types of conflict and the three loci of conflict. Difficulty: Easy Quest. Category: Concept MEET THE TWO AUTHORS OF THE THOMAS-KILMANN INSTRUMENTDr. Kenneth W. Thomas and Dr. Ralph H. Kilmann (August 2015): AN OVERVIEW OF THE TKI ASSESSMENT TOOLBecause no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. The TKI is an online assessment that takes about fifteen minutes to complete. Interpretation and feedback materials help you learn about the most appropriate uses for each conflict-handling mode. PLEASE NOTE: Although Dr. Ralph Kilmann has always referred to his TKI as an “instrument” or as an “assessment tool” (to emphasize its neutral, non-judgmental intentions, since there are no right or wrong answers as such), the TKI assessment is, nevertheless, also referred to as the “TKI test” or the “TKI questionnaire” or, more generally, the “TKI Conflict Model.” The Thomas-Kilmann Instrument has been the leader in conflict resolution assessment for more than forty years. This instrument requires no special qualifications for administration. It is used by Human Resources (HR) and Organizational Development (OD) consultants as a catalyst to open discussions on difficult issues and facilitate learning about how conflict-handling modes affect personal, group, and organizational dynamics. The TKI is also extensively used by mediators, negotiators, and many practitioners in the coaching profession (executive coaches, career coaches, business coaches, life coaches, etc.). More than 8,000,000 copies of the TKI have been published since 1974. Besides its native English language, the TKI is also available in several other languges: Spanish (European and Latin American), French, Portuguese (Brazilian), Danish, Dutch, Swedish, Japanese, Russian, German, Italian, and Chinese (traditional and simplified). The Thomas-Kilmann Instrument is designed to measure a person’s behavior in conflict situations. “Conflict situations” are those in which the concerns of two people appear to be incompatible. In such conflict situations, we can describe an individual’s behavior along two dimensions: (1) assertiveness, the extent to which the person attempts to satisfy his own concerns, and (2) cooperativeness, the extent to which the person attempts to satisfy the other person’s concerns. These two underlying dimensions of human behavior (assertiveness and cooperativeness) can then be used to define five different modes for responding to conflict situations:
Each of us is capable of using all five conflict-handling modes. None of us can be characterized as having a single style of dealing with conflict. But certain people use some modes better than others and, therefore, tend to rely on those modes more heavily than others—whether because of temperament or practice. Your conflict behavior in the workplace is therefore a result of both your personal predispositions and the requirements of the situation in which you find yourself. The Thomas-Kilmann Instrument is designed to measure your use of conflict-handling modes across a wide variety of group and organizational settings. See A Sample TKI Report:Which style of conflict management is unassertive and uncooperative group of answer choices?Avoiding Conflict Management Style: The avoider conflict management style tends to be unassertive and uncooperative. When an individual uses this strategy, they tend to give up personal goals to avoid conflict.
Which conflictCompromising is moderate in both assertiveness and cooperativeness. The objective is to find some expedient, mutually acceptable solution that partially satisfies both parties. It falls intermediate between competing and accommodating. Compromising gives up more than competing but less than accommodating.
Which of the following conflictThe conflict-handling strategy that involves accepting a solution that provides incomplete satisfaction of both parties' concerns is compromising. The technique involves finding an acceptable resolution that will partly, but not fully, satisfy the concerns of conflicting parties.
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