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

by Folger, Joseph P.; Poole, Marshall Scott; Stutman, Randall K.

• ISBN13: 9780205569892
• ISBN10: 0205569897
• Edition: 6th
• Format: Paperback
• Copyright: 2008-07-30
• Publisher: Pearson

Summary

Covering the whole range of conflict settingsinterpersonal, group, and organizationalWorking Through Conflictprovides an introduction to conflict management that is firmly grounded in current theory and research. Encompassing a broad spectrum of theoretical perspectives, the text includes an abundance of real life case studies that illustrate concepts and help students learn how to apply theory. The Sixth Edition of this engaging and comprehensive text has been thoroughly revised to be even more accessible to students.

Table of Contents

List of Cases	p. xv
Preface	p. xvii
Introduction	p. 1
The Women's Hotline Case	p. 2
The Women's Hotline Case (Continued)	p. 3
Conflict Defined	p. 4
Arenas for Conflict	p. 5
Productive and Destructive Conflict Interaction	p. 7
Judgments About Conflict Outcomes	p. 9
Plan of the Book	p. 11
Summary and Review	p. 11
Communication and Conflict	p. 13
A Model of Effective Conflict Management	p. 13
Moving Through Differentiation and Integration	p. 14
Taking the Middle Path: Moving Toward Integration	p. 18
Recognizing Destructive Cycles	p. 19
Tacking Against the Wind	p. 20
Properties of Conflict Interaction	p. 22
Property 1: Conflict Is Constituted and Sustained by Moves and Countermoves During Interaction	p. 23
Property 2: Patterns of Behavior in Conflict Tend to Perpetuate Themselves	p. 25
Property 3: Conflict Interaction Is Influenced by and in Turn Affects Relationships	p. 27
Confrontation Episodes Theory	p. 28
Property 4: Conflict Interaction Is Influenced by the Context in Which It Occurs	p. 32
The Columnist's Brown Bag	p. 33
Summary and Review	p. 34
Conclusion	p. 36
The Inner Experience of Conflict	p. 38
The Parking Lot Scuffle	p. 39
The Psychodynamic Perspective	p. 39
Collusion and Intractable Conflict	p. 42
Emotion and Conflict	p. 44
Psychodynamic Theory and the Parking Lot Scuffle	p. 44
Verbal Aggressiveness	p. 46
Emotion in the Parking Lot Scuffle	p. 51
Social Cognition and Conflict	p. 51
Social Knowledge About Conflict and Conflict Interaction	p. 52
Social Knowledge About Conflict and the Parking Lot Scuffle	p. 58
Social Cognitive Processes and Conflict	p. 58
Expectancy Violations and the Parking Lot Scuffle	p. 60
The Role of Attributions in the Parking Lot Scuffle	p. 63
The Interaction of Psychodynamics, Emotion, and Social Cognition in Conflict	p. 65
Trained Incapacities and Conflict Interaction	p. 67
Summary and Review	p. 69
Conclusion	p. 71
Conflict Interaction	p. 73
Stages of Conflict	p. 74
Rummel's Five-Stage Model	p. 75
Pondy's Model	p. 76
Stage Models of Negotiation	p. 76
Insights of Stage Models of Conflict	p. 76
Multiple Sequences in Conflict	p. 78
Final Thoughts About Stage Models of Conflict	p. 79
Charting a Conflict	p. 79
Stage Models and the Parking Lot Scuffle	p. 79
Interdependence	p. 80
Interdependence and the Parking Lot Scuffle	p. 82
Reciprocity and Compensation	p. 82
Can Conflict Competence Be Assessed?	p. 84
Reciprocity and Compensation in the Parking Lot Scuffle	p. 86
The Tit-for-Tat Strategy	p. 87
Framing Issues in Conflict Interaction	p. 87
Issue Framing and the Parking Lot Scuffle	p. 90
Social Identity and Intergroup Conflict	p. 91
Intergroup Conflict Dynamics and the Parking Lot Scuffle	p. 97
Counteracting the Negative Impacts of Social Identity and Intergroup Conflict	p. 98
Summary and Review	p. 100
Conclusion	p. 101
Conflict Styles and Strategic Conflict Interaction	p. 104
Origins of Conflict Styles	p. 105
Conflict Styles in the Parking Lot Scuffle	p. 106
What Is a Conflict Style?	p. 107
An Expanded View of Conflict Styles	p. 109
Competing	p. 111
Avoiding	p. 112
Accommodating	p. 114
Compromising	p. 115
Collaborating	p. 116
Determining the Styles of Others	p. 118
Pairings of Conflict Styles	p. 119
Shifting Styles During Conflict Episodes	p. 120
College Roommates	p. 121
Selecting Conflict Styles	p. 123
A Procedure for Selecting Conflict Styles	p. 124
Cultural and Gender Influences on Conflict Styles	p. 128
Cultural Influences	p. 128
Gender Influences	p. 130
Styles and Tactics in Practice	p. 130
The Would-Be Borrower	p. 131
Summary and Review	p. 133
Conclusion	p. 135
Power: The Architecture of Conflict	p. 136
Power and the Emergence of Conflict	p. 136
A Raid on the Student Activity Fees Fund	p. 137
A Raid on the Student Activity Fees Fund (Continued)	p. 138
A Relational View of Power	p. 140
The Eccentric Professor	p. 142
Social Categorization	p. 143
The Mystique of Power	p. 144
Interaction	p. 145
Legitimacy	p. 146
Implications of Endorsement for Power	p. 146
Power and Conflict Interaction	p. 147
The Creativity Development Committee	p. 148
The Use of Power in Conflict Tactics	p. 152
Threats and Promises	p. 152
Relational Control	p. 154
Issue Control	p. 155
The Balance of Power in Conflict	p. 158
The Dilemmas of Strength	p. 158
The Copywriter's Committee	p. 159
Unbalanced Intimacy	p. 160
Job Resignation at a Social Service Agency	p. 161
The Dangers of Weakness	p. 162
Cultural Differences in Values	p. 165
Working with Power	p. 165
Diagnosing the Role of Power in Conflict	p. 165
Fostering Shared Power in Conflicts	p. 167
Summary and Review	p. 170
Conclusion	p. 172
Face-Saving	p. 174
The Dimensions of Face	p. 175
Face Loss as It Relates to Face-Saving	p. 176
A Threat to Flexibility in Conflict Interaction	p. 176
The Professor's Decision	p. 178
The Outspoken Member	p. 178
The Controversial Team Member	p. 179
Conflict Interaction as a Face-Saving Arena	p. 183
Face-Saving Frames in Conflict Interaction	p. 188
Resisting Unjust Intimidation	p. 188
Refusing to Give on a Position	p. 190
Suppressing Conflict Issues	p. 191
Face-Giving Strategies	p. 192
Working With Face-Saving Issues	p. 196
The Productivity and Performance Report	p. 199
Summary and Review	p. 200
Conclusion	p. 202
The Context of Conflict Interaction	p. 203
History	p. 204
Coordinated Management of Meaning in the Parking Lot Scuffle	p. 207
Working with History	p. 209
Climate	p. 210
Riverdale Halfway House	p. 213
More Detail on Climate	p. 215
Climate and Conflict Interaction	p. 217
Identifying Climates	p. 219
Working with Climate	p. 220
Breakup at the Bakery	p. 221
Creating Constructive Climates	p. 222
The Expanding Printing Company	p. 225
The Organizational Context	p. 227
What Type of Dispute Resolution System Does an Organization Have?	p. 227
Working with Organizational Dispute Resolution Systems	p. 229
Summary and Review	p. 230
Conclusion	p. 232
Managing Conflict	p. 234
Review of the Normative Model for Conflict Management	p. 234
Navigating Differentiation	p. 235
Framing Problems or Issues	p. 236
Cultivating a Collaborative Attitude	p. 238
Moving from Differentiation to Integration	p. 239
A Procedure for Managing Conflicts	p. 241
How Can We Manage Extreme Conflict?	p. 244
Additional Useful Techniques	p. 245
The Psychological Evaluation Unit	p. 249
Summary and Review	p. 251
Conclusion	p. 252
Third-Party Intervention	p. 254
Property 1: Conflict Interaction Is Constituted and Sustained by Moves and Countermoves During Interaction	p. 255
Third-Party Mandate	p. 256
Responsiveness to Emerging Interaction	p. 260
Organizational Co-Heads	p. 262
The Family Conflict	p. 263
Property 2: Patterns of Behavior in Conflict Tend to Perpetuate Themselves	p. 266
Third Parties and Conflict Cycles	p. 266
Neighbor Noise Problems	p. 269
Third Parties and the Overall Shape of Conflict Behavior	p. 270
Third Parties, Differentiation, and Integration	p. 271
Property 3: Conflict Interaction Is Influenced by and in Turn Affects Relationships	p. 276
Property 4: Conflict Interaction Is Influenced by the Context in Which It Occurs	p. 278
Third-Party Roles and Ideologies	p. 279
Transformative Mediation: A Relational Approach to Conflict Intervention	p. 281
Third-Party Roles and Climate	p. 282
Summary and Review	p. 284
Conclusion	p. 287
References	p. 288
Index	p. 305
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