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Working through conflict : strategies for relationships, groups, and organizations

Author: Joseph P Folger; Marshall Scott Poole; Randall K Stutman
Publisher: New York ; London : Routledge, Taylor & Francis Group, 2018.
Edition/Format:   Print book : English : 8th editionView all editions and formats
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Document Type: Book
All Authors / Contributors: Joseph P Folger; Marshall Scott Poole; Randall K Stutman
ISBN: 9781138238954 1138238953 9781138233928 1138233927
OCLC Number: 982653831
Description: xvii, 333 pages ; 24 cm
Contents: Machine generated contents note: Case 1.1A The Women's Hotline Case --
Case 1.1B The Women's Hotline Case --
1.1.Conflict Defined --
1.2.Arenas for Conflict --
1.3.Communication Media and Conflict Interaction --
1.4.Productive and Destructive Conflict Interaction --
1.5.Judgments About Conflict Outcomes --
1.6.Plan of the Book --
1.7.Summary and Review --
1.8.Activities --
ch. 1 Communication and Conflict --
1.1.A Model of Effective Conflict Management --
1.1.1.Moving Through Differentiation and Integration --
1.1.2.Taking the Middle Path: Moving Toward Integration --
1.1.3.Recognizing Destructive Cycles --
1.1.4.Tacking Against the Wind --
1.2.Properties of Conflict Interaction --
1.2.1.Property 1: Conflict Is Constituted and Sustained by Moves and Countermoves During Interaction --
1.2.2.Property 2: Patterns of Behavior in Conflicts Tend to Perpetuate Themselves --
1.2.3.Property 3: Conflict Interaction Is Influenced by and in Turn Affects Relationships Note continued: Exhibit 1.1 Confrontation Episodes Theory --
1.2.4.Property 4: Conflict Interaction Is Influenced by Context --
Case 1.1 The Columnist's Brown Bag --
1.3.Summary and Review --
1.4.Activities --
1.5.Conclusion --
ch. 2 The Inner Experience of Conflict --
Case 2.1 The Parking Lot Scuffle --
2.1.The Psychodynamic Perspective --
Exhibit 2.1 Collusion and Intractable Conflict --
Case 2.2 Psychodynamic Theory and the Parking Lot Scuffle --
2.2.Emotion and Conflict --
Exhibit 2.2 Verbal Aggressiveness --
Case 2.3 Emotion in the Parking Lot Scuffle --
2.3.Social Cognition and Conflict --
2.3.1.Social Knowledge About Conflict and Conflict Interaction --
2.3.2.Social Cognitive Processes and Conflict --
Case 2.4 Social Knowledge About Conflict and the Parking Lot Scuffle --
Case 2.5 Expectancy Violations and the Parking Lot Scuffle --
Case 2.6 The Role of Attributions in the Parking Lot Scuffle Note continued: 2.4.The Interaction of Psychodynamics, Emotion, and Social Cognition in Conflict --
2.5.Summary and Review --
2.6.Activities --
2.7.Conclusion --
ch. 3 Conflict Interaction --
3.1.Stages of Conflict --
3.1.1.Rummel's Five-Stage Model --
3.1.2.Pondy's Model --
3.1.3.Stage Models of Negotiation --
3.1.4.Insights of Stage Models of Conflict --
Case 3.1 Stage Models and the Parking Lot Scuffle --
3.2.Interdependence --
Case 3.2 Interdependence and the Parking Lot Scuffle --
3.3.Reciprocity and Compensation --
Exhibit 3.1 Can Conflict Competence Be Assessed? --
Case 3.3 Reciprocity and Compensation in the Parking Lot Scuffle --
Exhibit 3.2 The Tit-For-Tat Strategy --
3.4.Framing Issues in Conflict Interaction --
Case 3.4 Issue Framing and the Parking Lot Scuffle --
3.5.Social Identity and Intergroup Conflict --
Case 3.5 Intergroup Conflict Dynamics and the Parking Lot Scuffle Note continued: Exhibit 3.3 Counteracting the Negative Impacts of Social Identity and Intergroup Conflict --
3.6.Summary and Review --
3.7.Activities --
3.8.Conclusion --
ch. 4 Conflict Styles and Strategic Conflict Interaction --
4.1.Origins of Conflict Styles --
Case 4.1 Conflict Styles in the Parking Lot Scuffle --
4.2.What Is a Conflict Style? --
4.3.An Expanded View of Conflict Styles --
4.3.1.Competing --
4.3.2.Avoiding --
4.3.3.Accommodating --
4.3.4.Compromising --
4.3.5.Collaborating --
4.4.Determining the Styles of Others --
4.5.Pairings of Conflict Styles --
4.6.Shifting Styles During Conflict Episodes --
Case 4.2 College Roommates --
4.7.Selecting Conflict Styles --
Exhibit 4.1 A Procedure for Selecting Conflict Styles --
4.8.Cultural, Gender, and Racial Influences on Conflict Styles --
4.8.1.Cultural Influences --
4.8.2.Gender Influences --
4.8.3.Racial and Ethnic Influences --
4.9.Styles and Tactics in Practice --
Case 4.3 The Would-Be Borrower Note continued: 4.10.Summary and Review --
4.11.Activities --
4.12.Conclusion --
ch. 5 Power: The Architecture of Conflict --
5.1.Power and the Emergence of Conflict --
Case 5.1A A Raid on the Student Activity Fees Fund --
Case 5.1B A Raid on the Student Activity Fees Fund --
5.2.A Relational View of Power --
5.2.1.Forms of Power --
Case 5.2 The Amazing Hacker --
5.2.2.Social Categorization --
5.2.3.The Mystique of Power --
5.2.4.Interaction --
5.2.5.Legitimacy --
5.2.6.Endorsement and Power --
5.3.Power and Conflict Interaction --
Case 5.3 The Creativity Development Committee --
5.4.The Use of Power in Conflict Tactics --
5.4.1.Threats and Promises --
5.4.2.Relational Control --
5.4.3.Issue Control --
5.5.The Balance of Power in Conflict --
5.5.1.The Dilemmas of Strength --
Case 5.4 The Copywriters' Committee --
Case 5.5 Unbalanced Intimacy --
Case 5.6 Job Resignation at a Social Service Agency --
5.5.2.The Dangers of Weakness Note continued: 5.5.3.Cultural Differences in Values Concerning Power --
5.6.Working with Power --
5.6.1.Diagnosing the Role of Power in Conflict --
5.6.2.Fostering Shared Power in Conflicts --
5.6.3.Bolstering the Position of Those Not Typically in Power --
5.7.Summary and Review --
5.8.Activities --
5.9.Conclusion --
ch. 6 Face-Saving --
6.1.The Dimensions of Face --
6.2.Face-Loss as It Relates to Face-Saving --
6.3.A Threat to Flexibility in Conflict Interaction --
Case 6.1 The Professor's Decision --
Case 6.2 The Outspoken Member --
Case 6.3 The Controversial Team Member --
6.4.Conflict Interaction as a Face-Saving Arena --
6.5.Face-Saving Frames in Conflict Interaction --
6.5.1.Resisting Unjust Intimidation --
6.5.2.Refusing to Give on a Position --
6.5.3.Suppressing Conflict Issues --
6.6.Face-Saving in Other Cultures --
6.7.Face-Giving Strategies --
Exhibit 6.1 Why Do Meteorologists Never Apologize? --
Exhibit 6.2 Disagreeing Agreeably Note continued: 6.8.Working with Face-Saving Issues --
Exhibit 6.3 When Honor Can Kill --
Case 6.4 The Productivity and Performance Report --
6.9.Summary and Review --
6.10.Activities --
6.11.Conclusion --
ch. 7 Climate and Conflict Interaction --
7.1.Climate and Conflict --
Case 7.1 Riverdale Halfway House --
7.1.1.More Precisely Defining Climate --
7.1.2.Climate and Conflict Interaction --
Exhibit 7.1 Identifying Climates --
7.2.Working with Climate --
Case 7.2 Breakup at the Bakery --
Exhibit 7.2 Climate and Predicting What Marriages Survive --
Case 7.3 The Expanding Printing Company --
7.3.The Leader's Impact on Climate --
Case 7.4 The Start-Up --
7.4.Summary and Review --
7.5.Activities --
7.6.Conclusion --
ch. 8 Managing Conflict --
8.1.Review of the Normative Model for Conflict Management --
8.2.Navigating Differentiation --
8.2.1.Framing Problems or Issues --
8.2.2.Rethinking How Problems Are Defined --
Case 8.1 The Psychological Evaluation Unit Note continued: 8.2.3.Cultivating a Collaborative Attitude --
8.2.4.Moving from Differentiation to Integration --
8.3.A Procedure for Managing Conflicts --
Exhibit 8.1 A Procedure for Moving Through Differentiation and Integration --
8.4.Addressing Severe Challenges to Conflict Integration --
8.4.1.Challenging Belief Systems That Escalate Conflict Responses --
8.4.2.Moving Beyond Deep Transgressions Through Forgiveness --
8.5.Dispute Systems: Managing Conflicts Within Organizations --
Exhibit 8.2 What Type of a Dispute Resolution System Does an Organization Have? --
8.5.1.Working with Organizational Dispute Resolution Systems --
8.6.Summary and Review --
8.7.Activities --
8.8.Conclusion --
ch. 9 Third Party Intervention --
9.1.Property 1: Conflict Interaction Is Constituted and Sustained by Moves and Countermoves During Interaction --
9.1.1.Third Party Mandate --
9.1.2.Responsiveness to Emerging Interaction --
Case 9.1 Organizational Co-Heads Note continued: Case 9.2 The Family Conflict --
Case 9.3 Mediator Pressure and the Intransigent Negotiator --
9.2.Property 2: Patterns of Behavior in Conflict Tend to Perpetuate Themselves --
9.2.1.Third Parties and Conflict Cycles --
Case 9.4 Party Process Control --
Case 9.5 Neighbor Noise Problems --
9.2.2.Third Parties and the Overall Shape of Conflict Behavior --
Exhibit 9.1 Third Parties, Differentiation, and Integration --
9.3.Property 3: Conflict Interaction Is Influenced by, and in Turn Affects, Relationships --
9.4.Property 4: Conflict Interaction Is Influenced by the Context in Which It Occurs --
9.4.1.Third Party Roles and Ideologies --
Exhibit 9.2 Transformative Mediation: A Relational Approach to Conflict Intervention --
9.4.2.Third Party Roles and Climate --
Exhibit 9.3 Testing Your Own Ability to Intervene Transformatively --
9.5.Summary and Review --
9.6.Activities --
9.7.Conclusion.
Responsibility: Joseph P. Folger, Marshall Scott Poole, Randall K. Stutman.

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Working through Conflict provides an excellent and broad overview of the scholarship on conflict across a range of contexts. It also does a great job of explaining enduring insights about conflict Read more...

 
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    schema:about <http://experiment.worldcat.org/entity/work/data/990705#Topic/interpersonal_conflict> ; # Interpersonal conflict
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    schema:author <http://experiment.worldcat.org/entity/work/data/990705#Person/stutman_randall_k_1957> ; # Randall K. Stutman
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    schema:bookEdition "8th edition." ;
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    schema:description "Note continued: 5.5.3.Cultural Differences in Values Concerning Power -- 5.6.Working with Power -- 5.6.1.Diagnosing the Role of Power in Conflict -- 5.6.2.Fostering Shared Power in Conflicts -- 5.6.3.Bolstering the Position of Those Not Typically in Power -- 5.7.Summary and Review -- 5.8.Activities -- 5.9.Conclusion -- ch. 6 Face-Saving -- 6.1.The Dimensions of Face -- 6.2.Face-Loss as It Relates to Face-Saving -- 6.3.A Threat to Flexibility in Conflict Interaction -- Case 6.1 The Professor's Decision -- Case 6.2 The Outspoken Member -- Case 6.3 The Controversial Team Member -- 6.4.Conflict Interaction as a Face-Saving Arena -- 6.5.Face-Saving Frames in Conflict Interaction -- 6.5.1.Resisting Unjust Intimidation -- 6.5.2.Refusing to Give on a Position -- 6.5.3.Suppressing Conflict Issues -- 6.6.Face-Saving in Other Cultures -- 6.7.Face-Giving Strategies -- Exhibit 6.1 Why Do Meteorologists Never Apologize? -- Exhibit 6.2 Disagreeing Agreeably"@en ;
    schema:description "Note continued: Case 9.2 The Family Conflict -- Case 9.3 Mediator Pressure and the Intransigent Negotiator -- 9.2.Property 2: Patterns of Behavior in Conflict Tend to Perpetuate Themselves -- 9.2.1.Third Parties and Conflict Cycles -- Case 9.4 Party Process Control -- Case 9.5 Neighbor Noise Problems -- 9.2.2.Third Parties and the Overall Shape of Conflict Behavior -- Exhibit 9.1 Third Parties, Differentiation, and Integration -- 9.3.Property 3: Conflict Interaction Is Influenced by, and in Turn Affects, Relationships -- 9.4.Property 4: Conflict Interaction Is Influenced by the Context in Which It Occurs -- 9.4.1.Third Party Roles and Ideologies -- Exhibit 9.2 Transformative Mediation: A Relational Approach to Conflict Intervention -- 9.4.2.Third Party Roles and Climate -- Exhibit 9.3 Testing Your Own Ability to Intervene Transformatively -- 9.5.Summary and Review -- 9.6.Activities -- 9.7.Conclusion."@en ;
    schema:description "Note continued: 8.2.3.Cultivating a Collaborative Attitude -- 8.2.4.Moving from Differentiation to Integration -- 8.3.A Procedure for Managing Conflicts -- Exhibit 8.1 A Procedure for Moving Through Differentiation and Integration -- 8.4.Addressing Severe Challenges to Conflict Integration -- 8.4.1.Challenging Belief Systems That Escalate Conflict Responses -- 8.4.2.Moving Beyond Deep Transgressions Through Forgiveness -- 8.5.Dispute Systems: Managing Conflicts Within Organizations -- Exhibit 8.2 What Type of a Dispute Resolution System Does an Organization Have? -- 8.5.1.Working with Organizational Dispute Resolution Systems -- 8.6.Summary and Review -- 8.7.Activities -- 8.8.Conclusion -- ch. 9 Third Party Intervention -- 9.1.Property 1: Conflict Interaction Is Constituted and Sustained by Moves and Countermoves During Interaction -- 9.1.1.Third Party Mandate -- 9.1.2.Responsiveness to Emerging Interaction -- Case 9.1 Organizational Co-Heads"@en ;
    schema:description "Note continued: 2.4.The Interaction of Psychodynamics, Emotion, and Social Cognition in Conflict -- 2.5.Summary and Review -- 2.6.Activities -- 2.7.Conclusion -- ch. 3 Conflict Interaction -- 3.1.Stages of Conflict -- 3.1.1.Rummel's Five-Stage Model -- 3.1.2.Pondy's Model -- 3.1.3.Stage Models of Negotiation -- 3.1.4.Insights of Stage Models of Conflict -- Case 3.1 Stage Models and the Parking Lot Scuffle -- 3.2.Interdependence -- Case 3.2 Interdependence and the Parking Lot Scuffle -- 3.3.Reciprocity and Compensation -- Exhibit 3.1 Can Conflict Competence Be Assessed? -- Case 3.3 Reciprocity and Compensation in the Parking Lot Scuffle -- Exhibit 3.2 The Tit-For-Tat Strategy -- 3.4.Framing Issues in Conflict Interaction -- Case 3.4 Issue Framing and the Parking Lot Scuffle -- 3.5.Social Identity and Intergroup Conflict -- Case 3.5 Intergroup Conflict Dynamics and the Parking Lot Scuffle"@en ;
    schema:description "Note continued: Exhibit 3.3 Counteracting the Negative Impacts of Social Identity and Intergroup Conflict -- 3.6.Summary and Review -- 3.7.Activities -- 3.8.Conclusion -- ch. 4 Conflict Styles and Strategic Conflict Interaction -- 4.1.Origins of Conflict Styles -- Case 4.1 Conflict Styles in the Parking Lot Scuffle -- 4.2.What Is a Conflict Style? -- 4.3.An Expanded View of Conflict Styles -- 4.3.1.Competing -- 4.3.2.Avoiding -- 4.3.3.Accommodating -- 4.3.4.Compromising -- 4.3.5.Collaborating -- 4.4.Determining the Styles of Others -- 4.5.Pairings of Conflict Styles -- 4.6.Shifting Styles During Conflict Episodes -- Case 4.2 College Roommates -- 4.7.Selecting Conflict Styles -- Exhibit 4.1 A Procedure for Selecting Conflict Styles -- 4.8.Cultural, Gender, and Racial Influences on Conflict Styles -- 4.8.1.Cultural Influences -- 4.8.2.Gender Influences -- 4.8.3.Racial and Ethnic Influences -- 4.9.Styles and Tactics in Practice -- Case 4.3 The Would-Be Borrower"@en ;
    schema:description "Machine generated contents note: Case 1.1A The Women's Hotline Case -- Case 1.1B The Women's Hotline Case -- 1.1.Conflict Defined -- 1.2.Arenas for Conflict -- 1.3.Communication Media and Conflict Interaction -- 1.4.Productive and Destructive Conflict Interaction -- 1.5.Judgments About Conflict Outcomes -- 1.6.Plan of the Book -- 1.7.Summary and Review -- 1.8.Activities -- ch. 1 Communication and Conflict -- 1.1.A Model of Effective Conflict Management -- 1.1.1.Moving Through Differentiation and Integration -- 1.1.2.Taking the Middle Path: Moving Toward Integration -- 1.1.3.Recognizing Destructive Cycles -- 1.1.4.Tacking Against the Wind -- 1.2.Properties of Conflict Interaction -- 1.2.1.Property 1: Conflict Is Constituted and Sustained by Moves and Countermoves During Interaction -- 1.2.2.Property 2: Patterns of Behavior in Conflicts Tend to Perpetuate Themselves -- 1.2.3.Property 3: Conflict Interaction Is Influenced by and in Turn Affects Relationships"@en ;
    schema:description "Note continued: 4.10.Summary and Review -- 4.11.Activities -- 4.12.Conclusion -- ch. 5 Power: The Architecture of Conflict -- 5.1.Power and the Emergence of Conflict -- Case 5.1A A Raid on the Student Activity Fees Fund -- Case 5.1B A Raid on the Student Activity Fees Fund -- 5.2.A Relational View of Power -- 5.2.1.Forms of Power -- Case 5.2 The Amazing Hacker -- 5.2.2.Social Categorization -- 5.2.3.The Mystique of Power -- 5.2.4.Interaction -- 5.2.5.Legitimacy -- 5.2.6.Endorsement and Power -- 5.3.Power and Conflict Interaction -- Case 5.3 The Creativity Development Committee -- 5.4.The Use of Power in Conflict Tactics -- 5.4.1.Threats and Promises -- 5.4.2.Relational Control -- 5.4.3.Issue Control -- 5.5.The Balance of Power in Conflict -- 5.5.1.The Dilemmas of Strength -- Case 5.4 The Copywriters' Committee -- Case 5.5 Unbalanced Intimacy -- Case 5.6 Job Resignation at a Social Service Agency -- 5.5.2.The Dangers of Weakness"@en ;
    schema:description "Note continued: Exhibit 1.1 Confrontation Episodes Theory -- 1.2.4.Property 4: Conflict Interaction Is Influenced by Context -- Case 1.1 The Columnist's Brown Bag -- 1.3.Summary and Review -- 1.4.Activities -- 1.5.Conclusion -- ch. 2 The Inner Experience of Conflict -- Case 2.1 The Parking Lot Scuffle -- 2.1.The Psychodynamic Perspective -- Exhibit 2.1 Collusion and Intractable Conflict -- Case 2.2 Psychodynamic Theory and the Parking Lot Scuffle -- 2.2.Emotion and Conflict -- Exhibit 2.2 Verbal Aggressiveness -- Case 2.3 Emotion in the Parking Lot Scuffle -- 2.3.Social Cognition and Conflict -- 2.3.1.Social Knowledge About Conflict and Conflict Interaction -- 2.3.2.Social Cognitive Processes and Conflict -- Case 2.4 Social Knowledge About Conflict and the Parking Lot Scuffle -- Case 2.5 Expectancy Violations and the Parking Lot Scuffle -- Case 2.6 The Role of Attributions in the Parking Lot Scuffle"@en ;
    schema:description "Note continued: 6.8.Working with Face-Saving Issues -- Exhibit 6.3 When Honor Can Kill -- Case 6.4 The Productivity and Performance Report -- 6.9.Summary and Review -- 6.10.Activities -- 6.11.Conclusion -- ch. 7 Climate and Conflict Interaction -- 7.1.Climate and Conflict -- Case 7.1 Riverdale Halfway House -- 7.1.1.More Precisely Defining Climate -- 7.1.2.Climate and Conflict Interaction -- Exhibit 7.1 Identifying Climates -- 7.2.Working with Climate -- Case 7.2 Breakup at the Bakery -- Exhibit 7.2 Climate and Predicting What Marriages Survive -- Case 7.3 The Expanding Printing Company -- 7.3.The Leader's Impact on Climate -- Case 7.4 The Start-Up -- 7.4.Summary and Review -- 7.5.Activities -- 7.6.Conclusion -- ch. 8 Managing Conflict -- 8.1.Review of the Normative Model for Conflict Management -- 8.2.Navigating Differentiation -- 8.2.1.Framing Problems or Issues -- 8.2.2.Rethinking How Problems Are Defined -- Case 8.1 The Psychological Evaluation Unit"@en ;
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