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parallel learning structure
highly participative arrangement composed of people from most levels of the
organization who follow the action research model to produce meaningful organizational
change
positive organizational behavior
a perspective of organizational behavior that focuses on building positive qualities and
traits within individuals or institutions as opposed to focusing on what is wrong with
them
refreezing
the latter part of the change process in which systems and conditions are introduced
that reinforce and maintain the desired behaviors
unfreezing
first part of the change process whereby the change agent produces disequilibrium
between the driving and restraining forces
Best Alternative to a Negotiated Agreement (BATNA)
the best outcome you might achieve through some other course of action if you
abandon the current negotiation
Conflict
the process in which one party perceives that its interests are being opposed or
negatively affected by another party
Negotiation
the process whereby two or more conflicting parties attempt to resolve their divergent
goals by redefining the terms of their interdependence
Relationship Conflict
a type of conflict in which people focus on character of other individuals, rather than on
the issues as the source of conflict
Superordinate Goals
goals that the conflicting parties value and whose attainment requires the joint
resources and effort of those parties
Task Conflict
a type of conflict in which people focus their discussion around the issue while showing
respect for people who have other points of view
Third Party Conflict Resolution
any attempt by a relatively neutral person to help conflicting parties resolve their
differences
Win-Lose Orientation
a belief that conflicting parties will find a mutually beneficial solution to their
disagreement
Authentic Leadership
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the view that effective leaders need to be aware of, feel comfortable with, and act
consistently with their values, personality, and self concept
