Ch 1 -4 Terms

Across

1. ____ conflict managers are skilled at both competitive and mutual gains conflict.
3. a theory proposed by Lewin that suggests that within any system there are forces that drive conflicts and forces that restrain conflicts.
5. Communication ____ are associated with cooperative and competitive tactics and can be determined by the extent individuals feel valued by others.
6. approach that seeks creative and innovative solutions that maximally meet the needs of all parties.
7. goals are related to one’s sense of self-worth, pride, self-respect, or power.
10. communication is a complex _______ process that occurs continuously and simultaneously.
13. a type of language usage that is less likely to cause defensiveness then evaluative language.
14. a type of interaction theory that states that people create meaning through a series of personal constructs.
17. how we weave together knowledge, feelings, intuitions, and backgrounds to make sense of the world.
18. is the most under-recognized kind of workplace conflict and stress
20. a theory that suggests a mathematical way to calculate projected gains and losses while playing games to simulate hum choice making
22. _______ violations theory states that we anticipate how people will act by looking at the relationship we share, our views of that person, and the situation.
26. assumptions that behaviors are caused by a situation outside the individuals control.
29. effective communication managers need to be ____ focused.
30. key difference between competitive and cooperative approaches is how conflict is _______.
31. this describes those who approach a conversation as if they know all the answers, are dogmatic about their rightness, and downgrade ideas that are contrary to their own.
32. an overarching set of beliefs about how the world works
33. goals are related to how things should be done.
35. statements that try to _____ someone’s behavior prompt more defensiveness then those engaging in other problem solving.
37. a theory that explains how people attempt to make sense of the world around them.
38. of how to manage conflict and the ability to solve problems is a source of power.

Down

2. a theory proposed by Freud that suggests that psychologically, socially, or genetically people are driven by aggression
4. Cooperative conflict managers use techniques to look below the positions for the underlying ________.
6. Point a moment when how one responds can change the entire direction of a relationship.
8. Attribution ______ occurs when assigning internal or external causation without a factual base.
9. conflict is hallmarked by a feeling of struggle, meaning participants in an interpersonal conflict are invested in the outcome.
11. conflict, when two people have different goals and are, in fact, interfering with each other’s goal achievement— but the participants don’t yet perceive it.
12. communicating about communication.
15. conflicts that pivot around deep seated beliefs about right and wrong.
16. can be understood as the level to which people need each other to attain their goals.
19. a type of management that includes any communication intended to move two people’s views of a situation closer together.
20. a desired condition related to a need
21. a type of interdependence in which each person’s goals are moving in the same direction.
23. demands proposed solutions or other fixed outcome statements.
24. conflicts that relate to the external framework that surrounds a conflict including things like resources and time.
25. goals are ________, they change and overlap.
27. _____ goal this is what someone says the goal was during the conflict.
28. is a rational weighing of facts and evidence using the rules of logic
31. is an inevitable and integral part of life.
34. the amount of resistance strategies that can be used by those who see a compliance demand as unjust.
36. ____ must be interpreted by those who perceive them.