answers a and b

each group listing how they see themselves, how they think the other group sees them, and how they see the other group

the groups listing their job descriptions

teams diagnosing their interface problems and the development of action plans and follow-up activities

each group drawing the organization chart as they see it

compromising

obliging

integrating

avoiding

dominating

when the tasks are complicated and require a high degree of coordination

in no documented cases

in a majority of the cases according to well-documented studies

when tasks are simple and groups do not need to share information or resources

in a majority of organization situations

an individual belongs to two or more groups with conflicting goals

a third party intervenes to conduct surveys

a group is not cohesive

the manager is not strong and well organized

members compete with other team members

upper management communications

all of the above

competition and perceived power imbalances

answers a and c

role conflict and role ambiguity

members rarely need to contact or work with one another

none of the above

the groups are interdependent

the groups do not depend on one another for information

the groups are performing unrelated tasks and they are within close proximity to each other

toward accomplishing the goals

toward the conflict instead of toward accomplishing the goals

answers a, b, and d

toward improving coordination between groups

toward resolving the conflict

all of the above

create autonomy between departments

inherently find that communications improve between departments over time

create a situation of interdependence between departments

increase in effectiveness since the organizational structure is more sophisticated than in simple organizations

arbitration where a neutral party makes decisions

none of the above

negotiation between participants for certain types of performance

a functional approach to dealing with conflict

working with the team in an outdoor setting

all of the above

others’ expected or prescribed behaviors about the role incumbent

a person’s desire to please team members

a team members' idea of the role of others in the team

a person’s ideas about their own appropriate behavior