Arrange the Five Stages of Conflict Process in proper sequence from beginning to end A. Potential opposition or incompatibility B. Intentions C. Cognition and personalisation D. Outcomes E. Behaviour Choose the correct answer from the options given below:
A, C, B, E, D
A, C, B, E, D — option 2. This is Robbins’s five-stage conflict process.
| Stage | Name | What happens |
|---|---|---|
| I | A — Potential opposition or incompatibility | The conditions that create the opportunity for conflict: communication problems (too much, too little, noise), structure (size, specialisation, ambiguous jurisdiction, goal incompatibility, reward systems) and personal variables (personality, emotions, values). Nothing has happened yet |
| II | C — Cognition and personalisation | The conditions are noticed. Robbins distinguishes perceived conflict, where a party becomes aware of the disagreement, from felt conflict, where it becomes emotional — anxiety, tension, hostility. This stage is where the issues of the conflict get defined, which shapes everything after it |
| III | B — Intentions | The decision to act in a given way. Five handling intentions on the axes of assertiveness and cooperativeness: competing, collaborating, compromising, avoiding, accommodating |
| IV | E — Behaviour | The visible stage — statements, actions and reactions, ranging along a continuum from minor disagreement to overt efforts to destroy the other party. Here conflict-management techniques are applied |
| V | D — Outcomes | Functional outcomes — better decisions, creativity, self-evaluation, or dysfunctional ones — reduced cohesion, poor communication, and at the extreme the destruction of the group |
Why intentions come before behaviour. This is the pairing the question is really testing. Intentions are decisions to act; behaviour is the acting. They are separated because they frequently diverge — a party’s behaviour may not faithfully reflect his intention, and the other party responds to the behaviour he observes, not to the intention behind it. That gap is where conflicts escalate through misreading.
The two anchors settle the ordering without recalling the whole model: the antecedent conditions must be first, and outcomes must be last.
The interactionist view that accompanies this model holds that a group with no conflict at all is static and unresponsive, so some functional conflict — task and process conflict, as against relationship conflict — should be maintained rather than eliminated.
Hence, the answer is A, C, B, E, D.
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Organizational culture refers to qualities of the workplace itself that influence its employees, whereas Organizational behavior refers to the resulting behavior of the people within it. Organizational culture includes factors such as core values, the company’s mission statement and expectations of the employees. It defines the identity and how it wants to be perceived.
For the instance, if a company has a mission statement focused on providing the highest quality of customer service, then the core values may be centered around communication, professionalism and customer satisfaction. This will shape the employees expectations, such as expecting them to be willing and courteous to go the extra mile to serve the customer.
Organizational behavior is the resulting behavior of the people within the organization based on the culture they’re immersed in. if the company culture is one that promotes customer service, then the employees are likely to display behavior such as friendliness and helpfulness when dealing with customers.
The opposite may be true if the company’s culture revolves around a competitive environment and employees are expected to go above and beyond to be the most successful. In this case, employees may display behavior such as aggressiveness and competitiveness in order to achieve the highest results.
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