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De Gruyter Handbook of Organizational Conflict Management

Name: De Gruyter Handbook of Organizational Conflict Management
ISBN: 9783110746501

by LaVena Wilkin, Yashwant Pathak

September 2022

Intermediate to advanced

387 pages

14h 17m

English

De Gruyter

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Section 1: Interpersonal Conflict Management
LaVena Wilkin Chapter 1 Shining a Light on Organizational ConflictIlluminate the ConflictListen to PerspectivesInvite Diverse IdeasGenerate a Psychologically Safe WorkplaceHone a Mindfulness ConsciousnessThink About Emotional ResponsesConclusionChristopher T. H. Miners, Laura Rees Chapter 2 Emotional Intelligence in Workplace NegotiationsEmotional Intelligence Before NegotiationEmotional Intelligence During NegotiationEmotional Intelligence After NegotiationConclusionGuiding Questions for Effective Use of EI in NegotiationSandore (Sandy) Zehr Chapter 3 Psychological Safety: Creating a Healthy Conflict CultureDad Joke Creates Conflict: A StoryConflict Response BehaviorCriteria for Scenario Resolution SuccessSocial Exchange TheoryCultureEmployee EngagementEmpirical Research ResultsApplications for Conflict Management PractitionersConclusionRalph H. Kilmann Chapter 4 Thomas-Kilmann Instrument (TKI) and the Kilmann Organizational Conflict Instrument (KOCI)A Brief History of the TKIModifying the Standard TKI Instructions for a Specific Conflict SituationUsing Two TKI Assessments to Explore the Inside and Outside Organizational PerspectiveThe Complex Hologram: An Organization’s Systems and ProcessesThe Quantum Wheel: Change Management and Conflict ManagementWhen Is It Best to Use Each Conflict Assessment Option?The KOCI Instrument for Assessing Organizational ConflictInterpreting an Individual’s KOCI Results: Before and After the Eight TracksConclusionEkaterina Denkova, Costanza Alessio, Jordan Barry, Anthony P. Zanesco, Scott L. Rogers, Katsiaryna Matusevich, Amishi P. Jha Chapter 5 Mindfulness Training in Organizational Settings: An Empirical Look at the ResearchChallenges in Organizational Settings: Job Demands and ResourcesMindfulness Training: A Promising Solution for Challenges in Organizational SettingsEmpirical Example: Mindfulness Training Study in an Organizational SettingConclusion
Section 2: Organizational Conflict Management
Creighlynn D. Thoele Chapter 6 Understanding Culture to Resolve Conflict: An Introduction of the ADVANCE Through Conflict™ ModelDefining Culture: An Historical OverviewUnderstanding CultureDimensions of Culture: The BEYOND Culture Wheel™Types of CultureCulture and ConflictThe ADVANCE Model for Conflict ResolutionConclusionNeil H. Katz, Michael A. Wahlgren Chapter 7 Utilization of Frames and Reframing for Organizational Leadership and Conflict Management EffectivenessThe Function of Frames and the Need for Multiple Frames and ReframingEssential Elements of the Four FramesStructural FrameHuman Resources FramePolitical FrameSymbolic FrameLimitation of Frame Under-UtilizationApplication of Framing through Reflective QuestioningLessons Learned and Traps to AvoidPractical Application of the FramesConclusionKenneth Cloke, Joan S. Goldsmith Chapter 8 10 Separations in Conflict ResolutionSeparate Positions from InterestsSeparate People from ProblemsSeparate Problems from SolutionsSeparate Commonalities from DifferencesSeparate the Future from the PastSeparate Emotions from NegotiationsSeparate Process from ContentSeparate Options from ChoicesSeparate Criteria from SelectionSeparate Yourself from OthersConclusionRobin Cooper, Terry Morrow Nelson Chapter 9 Collaborative Practices in Organizations: Managing Conflict and Leading Constructive ChangeWhat Do We Mean by Collaborative Practices?Who is Included in Collaborative Practice?How Do Collaborative Practices Relate to Conflict in Organizations?How Can Collaborative Leadership Practices Promote Engagement?Learning Together to Adapt TogetherCollaborative Practices in ActionConclusionBrian Polkinghorn, Brittany Foutz Chapter 10 Shifting the Focus from Stand-Alone Dispute Systems Design Elements to Creating Self-Correcting and Fluid OrganizationsModern Dispute Systems DesignSystems ThinkingClosed SystemsOpen SystemsSoft SystemsContextual Environments, External Control, and Internal ConflictExternal Control and Organizational ResponsesEnvironments change and organizations adjustTransportation Security Administration Integrated Conflict Management SystemWoodrow Wilson Bridge – Merging Project Planning and Internalized Dispute Resolution SystemsCasual Factors and Systems Design Comparing Public and Private ADR ProgramsCreating Robust Dispute Resolution SystemsConclusionKuryakin C. Rucker Chapter 11 Stereotypes, Bias and Microaggressions in Organizational Conflict Management (OCM)StereotypesBiasMicroaggressionsHow Stereotypes, Bias, and Microaggressions Increase Unproductive ConflictReducing Stereotyping, Bias, and Microaggressions in OrganizationsConclusion
Section 3: Intercultural, International, and Ethic Conflict Management
Charity Butcher, Maia Carter Hallward Chapter 12 Managing Workplace Conflicts: Considerations of Ethnicity and ReligionImportance of Ethnic and Religious Diversity in the WorkplacePractical Steps for Managing Ethnic and Religious-Based Workplace ConflictsWorkplace Identity ExerciseConclusionYashwant Pathak Chapter 13 Hindu Philosophy and the Resolution of the Roots of Conflict: Adi Shankaracharya’s ‘Nirvana Shatakam’Roots of Conflicts According to Hindu PhilosophyNirvana ShatakamFirst Verse of Adi ShankaracharyaSecond Verse of Adi ShankaracharyaThe Emotional MindThird Verse of Adi ShankaracharyaFourth Verse of Adi ShankaracharyaFifth Verse of Adi ShankaracharyaSixth Verse of Adi ShankaracharyaAlisa V. Moldavanova, Frederic S. Pearson Chapter 14 Political Conflicts in the Workplace: What are Their Effects, and Can They be Avoided?Background and Significance of the ProblemCommon Forms and Negative Effects of Political Conflicts in the WorkplaceOrganizational Context and Management of Workplace Political ConflictsBest PracticesConclusion
Section 4: Methods for Managing Organizational Conflicts
Jack Nasher, Leigh Thompson Chapter 15 Detecting Deception in Negotiation: From Natural Observation to Strategic ProvocationTypes of DeceptionWhy it is Difficult to Detect Deception in NegotiationDetecting Deception via Natural ObservationAuthentic EmotionBehavioral ControlSigns of StressDetecting Deception via Strategic ProvocationDirect QuestionsProbingContingent ContractMultiple Equivalent Simultaneous OffersConclusionBarbara Sunderland Manousso Chapter 16 The HearT of MediationWhat is the Intent and Strength of Organizational Mediation?Organizational Mediation: HearT of Best PracticeEthical Framework and Expectations for Mediators: The Model StandardsThe Theory of Conflict Influences the Mediator’s Role in Organizational ConflictCase Study that Respects and Underscores the HearT of MediationAlexia Georgakopoulos, Barb Allen, Eileen Petzold-Bradley Chapter 17 Managing Organizational Conflicts Through Innovation, Creativity, and Inclusion: Implementing a Conflict System of Shared LeadershipDesigning a Conflict Management System within Organizational SettingsSystems Thinking in DesignDesign and Options in a CMSFacilitating and Managing Diverse TeamsDiversity, Equity, and Inclusion (DEI) ApproachesLeadership Re-ImaginedOrganizations are ConversationsLearning in ActionBuilding a Culture that Values Diversity, Equity, and Inclusion (DEI)ConclusionHyacinth Guy Chapter 18 Coaching and Organisational Development: Lessons and Themes from 360 Degree FeedbackCoaching as a ProfessionFrom Facilitating to CoachingThe 360-Degree Feedback ExperienceThe Coaching ProgramLessons and ThemesLearnings and Themes from the 360-degree Feedback AssessmentConclusionNeil H. Katz, Neal J. Powless, Gayle Hardison Chapter 19 Functions and Benefits of an Organizational OmbudsCommonplace or Aberration?What is an Organizational Ombuds and What Do they Do?Ombuds Standards of PracticeWhat if the University Had an Organizational Ombuds?Additional Options for Organizational OmbudsThe Case for an Organizational OmbudsTeresa A. Daniel Chapter 20 Managing Workplace Conflict: The Role of Human Resources as “Organizational Toxin Handlers”The Role of HR as “Organizational Toxin Handler”Who they are?What they doHow they Reduce Organizational Pain and ConflictProvide Confidential CounselingStrategize Communications and Reframe Difficult MessagesCoach and Advise ManagersThe Price they PayWhy Organizations Need HR Toxin HandlersConclusions
Section 5: Special Topics in Organizational Conflict Management
Loraleigh Keashly, Leah P. Hollis Chapter 21 Workplace Bullying: Not Just Another ConflictA Brief Primer on Workplace BullyingSo How Big a Problem is It?What are the Costs?A Critically Urgent IssueSo Why Does It Happen?Power of Context: ClimatePower of PolicyCurrent State of Policy: Case of AcademiaRole of Education and TrainingConclusionJessica Senehi, Michele Lemonius Chapter 22 Women and Organizational Conflict Management: Promoting Human Rights and Challenging Gender BiasGender is Socially ConstructedSocial Identities Encode Power RelationsGender and LeadershipPromoting Human RightsChallenging Gender BiasWomen and NegotiationConclusions and Best PracticesPavel Mischenko, Neil H. Katz, Gayle Hardison Chapter 23 Making the Invisible Visible: Uncovering the Mystery of Personality Conflicts at WorkBOTH ModelPractical Applications and GuidelinesConclusionHaleh Karimi Chapter 24 Organizational Conflict Management: Driving Innovation and Organizational Success Through Leadership Management and Human ConnectionSoft Skills Significant Driver for SuccessImportance of Soft SkillsEssential Demand of Future Soft SkillsLeadershipHuman ConnectionCommunication, Collaboration, Creativity, Critical ThinkingEmpathyProblem-solving, Emotional Intelligence, and Conflict ManagementConclusionLaVena Wilkin Chapter 25 Create a Space to Forgive: Letting Go of Blame and Anger Can Move Us from Victim to SurvivorWhat is Forgiveness and Why Should We Consider It?Why Forgiveness Meets with ResistanceEnlightened Transformation: Applying Forgiveness to Workplace BullyingSteps to Forgiving and Creating PeaceConclusion
Index

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De Gruyter Handbooksin Business, Economics and Finance provide a comprehensive, must-have survey of a whole subject area critically discussing the leading views in the field. The main goal of each handbook is to survey a topic, explaining why an issue is important and critically discussing the leading views in the area. Aimed at the international market, these handbooks cover emerging and cutting edge topics in business, economics and finance.

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