Showing papers on "Conflict management published in 1988"
TL;DR: In this paper, the conflict approaches used by project managers in a matrix organization were described by 135 project team engineers, and the results provided field data support for a theory of conflict management which has been tested and refined through extensive laboratory research.
Abstract: The conflict approaches used by project managers in a matrix organization were described by 135 project team engineers. In project teams where the managers used a combination of co-operative and confirming approaches to conflict, conflicts were judged to have a constructive impact and management was judged to be effective. Conflicts were seen as counterproductive and management was seen as ineffective when the project manager relied upon a combination of competitive and avoiding approaches to conflict. These results provided field data support for a theory of conflict management which has been tested and refined through extensive laboratory research.
166 citations
Book•
01 Jan 1988
TL;DR: The authors provide managers in business and government with step-by-step guidelines for designing workable conflict management strategies and successfully carrying them through to resolution, using their extensive experience in mediating public disputes involving such issues as mining regulation, waste disposal, and airport expansion.
Abstract: Draws on the authors' extensive experience in mediating public disputes involving such issues as mining regulation, waste disposal, and airport expansion to provide managers in business and government with step-by-step guidelines for designing workable conflict management strategies and successfully carrying them through to resolution.
136 citations
TL;DR: In this article, the authors developed a model of group problem solving in which performance is a function of group resources and strategies for their use, where resources are defined as the joint task knowledge of a group's two most expert members.
109 citations
01 Jan 1988
TL;DR: This article will focus on how a nonspecialized multipurpose GDSS influences conflict management in groups and describe a study designed to ascertain these effects.
Abstract: Computers promise to change collaborative work in profound ways. They are likely to have special impact on processes which require fine judgments, foresight, and handling of large amounts of information, such as decision-making and strategic planning. Several authors (Huber, 1984; Kraemer and King, 1986) have discussed the potential benefits of decision support systems for organizational decision-making.Group decision support systems (GDSSs) combine communication, computer, and decision support technologies to support problem formulation and solution in group meetings. Communication technologies include electronic messaging, local and wide-area networks, teleconferencing, and store-and-forward facilities. Computer technologies include multi-user operating systems, fourth generation languages, databases, data analysis facilities, and data storage and modification capabilities. Decision support technologies include agenda-setting decision modelling methods (such as decision trees, risk analysis forecasting methods, and multiattribute utility functions), structured group methods (e.g., Nominal Group and Delphi Techniques), and rules for directing group discussion. DeSanctis and Gallupe (1987) have distinguished two levels of GDSS. A level 1 GDSS provides features to eliminate communication barriers, such as large screens for display of ideas, voting solicitation, and anonymous input of ideas and preferences. A level 2 GDSS provides problem-structuring techniques, such as automated planning tools, modelling packages, and information libraries. Level 2 thus represents an enhanced GDSS, as opposed to Level 1, which is a communication medium only.GDSSs can be tailored to tackle critical situations decision-makers face. One of the most ubiquitous and potentially troublesome situations is interpersonal conflict. Several features of GDSSs can play a key role in conflict management, including methods for the identification of conflict, structured agendas that guide the group through discussion of the conflict, utilities for clarifying the nature of the problem and for generating alternative solutions, and structures that promote members' participation. A few GDSSs have been specifically designed to manage conflicts (e.g., Sainfort, Gustafson, and Bosworth, 1987). However, these tend to be concerned with specific problem types, such as family conflict, and are not well-adapted for dealing with general conflicts.In this article we will focus on how a nonspecialized multipurpose GDSS influences conflict management in groups. It is this type of GDSS that groups will most often use to deal with conflicts. Groups will not always have the time or inclination to switch into specialized conflict management routines, and what routines there are will rarely fit the specific problems groups face. Moreover, to assume a special routine is needed to deal with conflicts is to assume conflict is somehow distinct from group decision-making. On the contrary, we believe conflict is part and parcel of all collaborative work. So we will study how varying levels of conflict emerge and are handled within a GDSS.The GDSS used for this search is a “generic”, level I system, version 1.0 of the University of Minnesota SAMM GDSS system (DeSanctis and Gallupe, 1987; Desanctis, Watson, and Sambamurthy, in press). The level 1 version of SAMM is designed to facilitate group communication and organize group interaction. It was purposely designed to embody a widely-used decision procedure, Dewey's Reflective Thinking Model, along with a few popular methods of deciding—rating, ranking, and voting. It purposely omits some of the more advanced features that could and would be incorporated in Level 2 systems (and are available in later versions of SAMM). This was done so we could compare work by groups using the GDSS with that of groups using manual versions of the same procedures.In the next section we will first consider the effects GDSSs are likely to have on conflict management and advance several research questions and predictions. Following this we will describe a study designed to ascertain these effects.
63 citations
TL;DR: In this article, the authors present original data on the conceptualization, item development, reliability, and validity of the Conflict Management Message Style (CMMS) instrument, which consists of com...
Abstract: This article presents original data on the conceptualization, item development, reliability, and validity of the Conflict Management Message Style (CMMS) instrument. This instrument consists of com...
40 citations
TL;DR: In this paper, the effects of importance of issues, gender, and power of contenders on conflict management style were investigated in the context of Conflict Management Style, and the authors concluded that:
Abstract: (1988). Effects of Importance of Issues, Gender, and Power of Contenders on Conflict Management Style. The Journal of Social Psychology: Vol. 128, No. 5, pp. 699-701.
39 citations
Book•
11 Jan 1988
TL;DR: In this paper, intervention theory is used to define goals and outline organization theory, and power relations in organizations Negotiating Relations Instrumental and Socio-Emotional Relations Consulting Approach and Intervention Programmes In Conclusion Index
Abstract: Foreword Intervention Theory: Goals and Outline Organization Theory: Organizations as Networks Change Strategy Power Relations in Organizations Negotiating Relations Instrumental and Socio-Emotional Relations Consulting Approach and Intervention Programmes In Conclusion Index
33 citations
TL;DR: The first instruments used to assess interpersonal conflict in organizational settings, the Hall Conflict Management Survey (CMS) as mentioned in this paper, have been used for the purpose of assessing conflict in the workplace.
Abstract: This article profiles one of the first instruments used to assess interpersonal conflict in organizational settings, the Hall Conflict Management Survey (CMS). It demonstrates how the Hall scale re...
31 citations
TL;DR: The conflict management style most commonly encountered in the sample of full-time female intensive care nurses was avoidance, suggesting that staff are unlikely to be assertive, and will try to distance themselves from the source of dispute.
17 citations
TL;DR: In this paper, it is hypothesized that these behavioral consequences do not accompany all cases of crisis confrontation but occur when the decision maker perceives a significant discrepancy between one's coping abilities and what is viewed to be necessary to abate the crisis.
Abstract: The crisis management literature suggests that under crisis pressures decision makers (1) develop a highly negative attitude, and (2) move toward centralizing the decision process in policy areas. It is hypothesized here that these behavioral consequences do not accompany all cases of crisis confrontation but occur when the decision maker perceives a significant discrepancy between one's coping abilities and what is viewed to be necessary to abate the crisis. This hypothesis has been empirically tested. The evidence supports this perceptual nature of organizational crisis management.
14 citations
TL;DR: The state of Montana developed a state water plan through a collaborative, consensus-building process that directly involves the public in water policy decisions as discussed by the authors, which is based on the principles of environmental dispute resolution.
Abstract: Public involvement in water resources planning is traditionally limited. While decision makers may solicit public input, affected parties rarely have the opportunity to participate directly in the decision‐making process. In recent years, this lack of meaningful public participation has been exacerbated by an increase in the number of individuals and groups interested in water management. In light of these limitations in and new demands on water resource planning, there has been a loud call for the development of new mechanisms to enhance public involvement and conflict management. The state of Montana has responded to this call by developing a state water plan through a collaborative, consensus‐building process that directly involves the public in water policy decisions. In general, the process is based on the principles of environmental dispute resolution. After reviewing these principles, the design and implementation of Montana's state water plan is examined. The advantages and limitations of...
TL;DR: In this paper, the authors examine the emergence of two approaches to management of the Arab-Israeli conflict, while analysing the actual impact of external constraints on Israel's foreign and defense policy between 1954 and 1956.
Abstract: Ever since the establishment of the State of Israel in 1948, its decision-makers have been fully aware of the impact of the international system on the ArabIsraeli conflict. Interests of external powers in the Middle East had to be taken into consideration in the formation of Israel's foreign policy. During the War of Independence the threat of British intervention on behalf of the Arab states was seriously contemplated, and a decision made to exercise self-restraint in order to avoid military confrontation.' David Ben-Gurion, Israel's Premier and Minister of Defense, was convinced that Israel must not provoke the intervention of a great power by means of its military action. While Israel had no other alternative but to fight the Arabs, war with a great power was far from inevitable.2 The question of external constraints in Israel's foreign and defense policy was rendered more acute in the early 1 950s, following the military deterioration along the armistice lines. This was aggravated by the failure of Israel's preliminary effort to obtain arms and security guarantees. The interrelationship between conflict management and consideration of great-power constraints produced two distinct schools of thought among Israel's decision maker in the early 1950s. Ben-Gurion espoused a hawkish and activist approach to the Arab-Israeli conflict, while minimizing the prominence of external constraints. Foreign Minister Moshe Sharett represented a doveish and more restrained line of conflict management, attributing great importance to foreign powers, the United Nations and international public opinion.3 This study aims to examine the emergence of these two approaches to management of the Arab-Israeli conflict, while analysing the actual impact of external constraints on Israel's foreign and defense policy between 1954 and 1956. It is argued that had the United States better understood Israel's defense problems, providing it with arms and security guarantees, it could have exercised greater influence over its foreign policy. Possibly the downfall of Sharett, the establishment of the Franco-Israeli alliance and even the 1956 war might have been prevented.
TL;DR: In this article, the authors discuss five principles that have evolved from attempts to facilitate conflict resolution in the Mideast: enhancement of each adversary's identity, creation of new symbols, enfranchisement of elements within each of the conflict groups, enhancement of indigenous development, and use of indigenous third parties.
Abstract: We distinguish between the typical sort of short-range conflict management, in which governments must engage, and the long-term processes of conflict resolution, which must include the involvement of entire societies and the replacement of adversarial relations with cooperative ones. How can third parties facilitate conflict resolution? This article discusses five principles that have evolved from attempts to facilitate conflict resolution in the Mideast: enhancement of each adversary's identity, creation of new symbols, enfranchisement of elements within each of the conflict groups, enhancement of indigenous development, and use of indigenous third parties. We argue that this nongovernmental facilitation of conflict resolution (with governmental tacit cooperation) is the real alternative to terrorism.
TL;DR: In this paper, a decision-making framework is proposed to clarify the mechanisms through which the community can control the decision making process that governs the management of publicly owned forests and other areas of public wildland estate.
Abstract: Summary This paper outlines a decision-making framework which seeks to clarify the mechanisms through which the community can control the decision-making process that governs the management of publicly owned forests and other areas of public wildland estate. The model outlines a process of conflict management which is based firmly around the related goals of achieving effective social communication and developing possibilities for real social choice. The major criterion that this decision-making framework sought to meet was that it should produce resource management decisions that were regarded as legitimate by all groups with an interest in particular resource management issues. To meet this criterion, the model has two essential characteristics: • It embodies elements of participatory design which allow the planning and decision-making process to respond to all the values and interests, in particular resource management issues. • It recognises that the evaluation and weighing of social values that is at...
Book•
21 Jan 1988
TL;DR: Peacemaking is the activity which transforms the energy of conflict into the energy energy of cooperative achievement as discussed by the authors, where a peacemaker is a third party consultant who helps people in conflict discover shared solutions where all sides feel like a winner.
Abstract: Peacemaking is the activity which transforms the energy of conflict into the energy of cooperative achievement. A peacemaker is a third party consultant who helps people in conflict discover shared solutions where all sides feel like a winner. Peacemaking presents technologies, psychology, theories and application of conflict management activities. The key elements are: face-to-face dialogue, the analysis of conflict and shared solutions, the use of third party facilitators, feedback about group dynamics, clear conference design and systems thinking.
01 Aug 1988
TL;DR: The authors used multidimensional scaling techniques to inductively derive the dimensions necessary to represent peoples' cognitive interpretations of conflict (i.e., conflict frames), and the resulting configuration consisted o f three dimensions: 1) Relationship vs. Task; 2) Emotional vs. Intellectual; 3) Compromise vs. Win.
Abstract: Multidimensional scaling techniques were used to inductively derive the dimensions necessary to represent peoples' cognitive interpretations of conflict (i.e., conflict frames). The resulting configuration consisted o f three dimensions: 1) Relationship vs. Task; 2) Emotional vs. Intellectual; and 3) Compromise vs. Win. In comparison to disputants, mediator interpretations were more likely to be viewed in relationship, compromise terms.
TL;DR: In this article, dramatic play in kindergarten classrooms provides a naturalistic context for the empirical investigation of social skills which include conflict management, and examples of diverse strategies in conflict de-escalation are presented.
Abstract: Early childhood education traditionally encompasses the development of social competence. Our instructional decisions presuppose a knowledge of the children’s social skills. Dramatic play in kindergarten classrooms provides a naturalistic context for the empirical investigation of social skills which include conflict management. Examples of diverse strategies in conflict de-escalation are presented. The skill and perserverance of the children demonstrate their social competence and their ability to manage social relationships without adult intervention. The data presented endorse the value of play as an effective vehicle for the development and practice of socially valued life skills.
Book•
01 Jan 1988
TL;DR: The authors analyzes a successful conflict mediation attempt in the early Christian church and draws from it elements of a model of the transformational management of conflict that can be applied by managers in many contemporary work organizations.
Abstract: An understanding of transformational leadership has been developed for many spheres of management, but not previously for organizational conflict. This paper analyzes a successful conflict mediation attempt in the early Christian church and draws from it elements of a model of the transformational management of conflict that can be applied by managers in many contemporary work organizations. The elements include (a) reframing the conflict, (b) a focus on a shared organizational vision, (c) the placement of responsibility for dispute resolution in the hands of organizational members directly and indirectly involved in conflict, and (d) the use of communication devices consistent with the desired outcome. The paper suggests skills necessary for managers to implement the model and implications for research on it.
TL;DR: The characteristics of teams, and teamwork, the dynamics of teamwork, team development and the processes of teambuilding are outlined and the strengths and shortcomings of this approach are examined.
Abstract: This paper briefly outlines the characteristics of teams, and teamwork, the dynamics of teamwork, team development and the processes of teambuilding. It examines the strengths and shortcomings of this approach, when teambuilding should not be used. Some teamwork guidelines and elements of teambuilding are presented along with three strategies for conflict management. Strategies for team growth and future implications of teambuilding are explored.
Journal Article•
TL;DR: In this article, the authors describe the application of social judgment theory (SJT) to the understanding of risk judgment and to the improvement of hazard management. And they develop an approach to understand and manage the psychological impacts of hazards by linking three concepts adapted from SJT: risk judgment, risk communication and risk conflict management.
Abstract: Publisher Summary This chapter describes the application of social judgment theory (SJT) to the understanding of risk judgment and to the improvement of hazard management. It develops an approach to understand and manage the psychological impacts of hazards by linking three concepts adapted from SJT: risk judgment, risk communication and risk conflict management. In risk judgment, an individual uses information about a hazard to make inferences about the hazard or about its attributes. Risk judgment is applied also to judgments of other hazard attributes such as benefits and costs. The hazard information used by individuals to form risk judgments is derived either from personal experience or, more frequently, from other persons or sources of information. Risk communication is the social process in which the transmission of information affects the establishment or modification of risk judgments. The social context in which risk communication occurs may be simple or complex. In simple contexts, the participants are similar to one another in their conceptions of risk and how it should be managed. In complex contexts, the participants are different from one another. Risk conflict management is applied when needed to the resolution of risk communication problems occurring in complex contexts.
01 Jan 1988
TL;DR: In this paper, the authors investigate who represents "citizens" or "the public" in complex policy negotiations, and propose a mediation of a development dispute in Denver providing one answer.
Abstract: Who represents “citizens” or “the public” in complex policy negotiations? Mediation of a development dispute in Denver provides one answer.
TL;DR: In this paper, the authors present a case study that illustrates the effectiveness of applying mediation techniques to the adoption process in order to maximize success in adoption management, and demonstrate how mediation techniques can be applied to maximize adoption success.
Abstract: This chapter presents a case study that illustrates the effectiveness of applying mediation techniques to the adoption process in order to maximize success in adoption management.