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Working Through Conflict: Strategies for Relationships, Groups, and Organizations

ISBN: 9780205414901 | 0205414907
Edition: 5th
Format: Paperback
Publisher: Allyn & Bacon
Pub. Date: 1/1/2005

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SummaryTable of Contents
Covering the whole range of conflict settings-interpersonal, group, and organizational-Working Through Conflict provides an introduction to conflict management that is firmly grounded in current theory and research. New to This Edition bull; bull;Expanded concept of conflict. To reflect current trends in understanding conflict, the Fifth Edition broadens the definition of conflict to include a wider array of incompatibilities, thereby emphasizing incompatibility of communication styles and behaviors. bull;Reorganization of several key concepts ... MORE
List of Casesix
Prefacexi
Introduction Conflict Interaction1(15)
CASE I.1A: The Women's Hotline Case
2(2)
... MORE
CASE I.1B: The Women's Hotline Case (Continued) Conflict Defined
4(2)
Arenas for Conflict
6(2)
Productive and Destructive Conflict Interaction
8(2)
Judgments About Conflict Outcomes
10(2)
More on Conflict Interaction
12(1)
Plan of the Book
13(1)
Summary and Review
14(2)
1 Communication and Conflict16(24)
A Model of Effective Conflict Management
16(10)
Properties of Conflict Interaction
26(10)
CASE 1.1: The Columnist's Brown Bag
33(3)
Summary and Review
36(2)
Conclusion
38(2)
2 The Inner Experience of Conflict40(24)
Perspectivism and Conflict
40(2)
The Role of Theories
42(2)
Classic and Contemporary Theories
44(20)
CASE 2.1: The Parking Lot Scuffle
45(5)
CASE 2.2: Psychodynamic Theory and the Parking Lot Scuffle
50(3)
CASE 2.3: Verbal Aggressiveness Theory and the Parking Lot Scuffle
53(7)
CASE 2.4: Attribution Theory and the Parking Lot Scuffle 57 Summary and Review
60(3)
CASE 2.5: Field Theory and the Parking Lot Scuffle 61 Conclusion
63(1)
3 Theories of Conflict Interaction64(40)
The Human Relations Perspective and Conflict Styles
65(3)
CASE 3.1: Human Relations Theory and the Parking Lot Scuffle
67(1)
Experimental Gaming Research
68(10)
Intergroup Conflict Research
78(8)
CASE 3.2: Game Research and the Parking Lot Scuffle
79(7)
The Coordinated Management of Meaning Theory
86(5)
CASE 3.3: Intergroup Conflict Dynamics and the Parking Lot Scuffle
87(3)
CASE 3.4: CMM Theory and the Parking Lot Scuffle
90(1)
The Confrontation Episodes Theory
91(3)
Phase Models of Conflict
94(4)
CASE 3.5: Confrontation Episodes Theory and the Parking Lot Scuffle
95(3)
Summary and Review
98(6)
CASE 3.6: Phase Models and the Parking Lot Scuffle 99 Conclusion
102(2)
4 Power: The Architecture of Conflict104(41)
Power and the Emergence of Conflict
104(4)
CASE 4.1A: A Raid on the Student Activity Fees Fund
105(2)
CASE 4.1B: A Raid on the Student Activity Fees Fund (Continued)
107(1)
A Relational View of Power
108(7)
CASE 4.2: The Eccentric Professor
111(4)
Power and Conflict Interaction
115(5)
CASE 4.3: The Creativity Development Committee
117(3)
Use of Power in Conflict Tactics
120(7)
The Balance of Power in Conflict
127(9)
CASE 4.4: The Copywriters' Committee
129(2)
CASE 4.5: Unbalanced Intimacy
131(1)
CASE 4.6: Job Resignation at a Social Service Agency
132(4)
Working with Power
136(2)
Fostering Shared Power in Conflicts
138(4)
Summary and Review
142(2)
Conclusion
144(1)
5 Face-Saving145(68)
The Dimensions of Face
146(1)
Face-Loss as It Relates to Face-Saving
147(1)
A Threat to Flexibility in Conflict Interaction
148(6)
CASE 5.1: The Professor's Decision
149(1)
CASE 5.2: The Outspoken Member
150(1)
CASE 5.3: The Controversial Team Member
151(3)
Conflict Interaction as a Face-Saving Arena
154(7)
Face-Saving Forms in Conflict Interaction
161(6)
Face-Giving Strategies
167(4)
Working with Face-Saving Issues
171(4)
CASE 5.4: The Productivity and Performance Report
174(1)
Summary and Review
175(2)
Conclusion
177(1)
Climate and Conflict Interaction
178(1)
A Definition of Climate
179(5)
CASE 6.1: Riverdale Halfway House
180(4)
Climate Themes
184(4)
CASE 6.2: The Breakup at the Bakery
187(1)
Climate and Conflict Interaction
188(11)
CASE 6.3A: The Psychological Evaluation Unit
192(1)
CASE 6.3B: The Psychological Evaluation Unit (Continued)
193(6)
Identifying Climates
199(5)
Working with Climate
204(3)
CASE 6.4: The Consulting Agency
205(1)
CASE 6.5: The Expanding Printing Company
206(1)
Creating Constructive Climates
207(3)
Summary and Review
210(1)
Conclusion
211(2)
7 Doing Conflict: Strategies, Styles, and Tactics213(59)
Conflict Styles
214(22)
CASE 7.1: College Roommates
226(10)
Conflict Styles and the Organizational Context
236(4)
Conflict Tactics
240(12)
Styles and Tactics in Practice
252(16)
CASE 7.2: The Would-Be Borrower
253(15)
Summary and Review
268(3)
Conclusion
271(1)
8 Changing Conflict Dynamics272(22)
Working Habits and Trained Incapacities in Conflicts
272(7)
Some Useful Conflict Management Procedures
279(2)
Framing and Reframing Issues and Interactions in Conflicts
281(10)
Summary and Review
291(2)
Conclusion
293(1)
9 Third-Party Intervention294(37)
Property 1: Conflict Interaction Is Constituted and Sustained by Moves and Countermoves During Interaction
295(12)
CASE 9.1: The Food Distribution Company
303(1)
CASE 9.2: The Radio Station
304(3)
Property 2: Patterns of Behavior in Conflict Tend to Perpetuate Themselves
307(11)
Property 3: Conflict Interaction Is Shaped by the Culture and Climate of the Situation
318(4)
Property 4: Conflict Interaction Is Influenced by and in Turn Affects Relationships
322(3)
A Different View of Third-Party Interventions
325(2)
Summary and Review
327(3)
Conclusion
330(1)
Postscript The Technological Future331(6)
CASE P.1: The Negotiation Support System
332(5)
References337(22)
Index359

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