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

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  • Edition: 6th
  • Format: Paperback
  • Copyright: 2008-07-30
  • Publisher: Pearson
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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 Casesp. xv
Prefacep. xvii
Introductionp. 1
The Women's Hotline Casep. 2
The Women's Hotline Case (Continued)p. 3
Conflict Definedp. 4
Arenas for Conflictp. 5
Productive and Destructive Conflict Interactionp. 7
Judgments About Conflict Outcomesp. 9
Plan of the Bookp. 11
Summary and Reviewp. 11
Communication and Conflictp. 13
A Model of Effective Conflict Managementp. 13
Moving Through Differentiation and Integrationp. 14
Taking the Middle Path: Moving Toward Integrationp. 18
Recognizing Destructive Cyclesp. 19
Tacking Against the Windp. 20
Properties of Conflict Interactionp. 22
Property 1: Conflict Is Constituted and Sustained by Moves and Countermoves During Interactionp. 23
Property 2: Patterns of Behavior in Conflict Tend to Perpetuate Themselvesp. 25
Property 3: Conflict Interaction Is Influenced by and in Turn Affects Relationshipsp. 27
Confrontation Episodes Theoryp. 28
Property 4: Conflict Interaction Is Influenced by the Context in Which It Occursp. 32
The Columnist's Brown Bagp. 33
Summary and Reviewp. 34
Conclusionp. 36
The Inner Experience of Conflictp. 38
The Parking Lot Scufflep. 39
The Psychodynamic Perspectivep. 39
Collusion and Intractable Conflictp. 42
Emotion and Conflictp. 44
Psychodynamic Theory and the Parking Lot Scufflep. 44
Verbal Aggressivenessp. 46
Emotion in the Parking Lot Scufflep. 51
Social Cognition and Conflictp. 51
Social Knowledge About Conflict and Conflict Interactionp. 52
Social Knowledge About Conflict and the Parking Lot Scufflep. 58
Social Cognitive Processes and Conflictp. 58
Expectancy Violations and the Parking Lot Scufflep. 60
The Role of Attributions in the Parking Lot Scufflep. 63
The Interaction of Psychodynamics, Emotion, and Social Cognition in Conflictp. 65
Trained Incapacities and Conflict Interactionp. 67
Summary and Reviewp. 69
Conclusionp. 71
Conflict Interactionp. 73
Stages of Conflictp. 74
Rummel's Five-Stage Modelp. 75
Pondy's Modelp. 76
Stage Models of Negotiationp. 76
Insights of Stage Models of Conflictp. 76
Multiple Sequences in Conflictp. 78
Final Thoughts About Stage Models of Conflictp. 79
Charting a Conflictp. 79
Stage Models and the Parking Lot Scufflep. 79
Interdependencep. 80
Interdependence and the Parking Lot Scufflep. 82
Reciprocity and Compensationp. 82
Can Conflict Competence Be Assessed?p. 84
Reciprocity and Compensation in the Parking Lot Scufflep. 86
The Tit-for-Tat Strategyp. 87
Framing Issues in Conflict Interactionp. 87
Issue Framing and the Parking Lot Scufflep. 90
Social Identity and Intergroup Conflictp. 91
Intergroup Conflict Dynamics and the Parking Lot Scufflep. 97
Counteracting the Negative Impacts of Social Identity and Intergroup Conflictp. 98
Summary and Reviewp. 100
Conclusionp. 101
Conflict Styles and Strategic Conflict Interactionp. 104
Origins of Conflict Stylesp. 105
Conflict Styles in the Parking Lot Scufflep. 106
What Is a Conflict Style?p. 107
An Expanded View of Conflict Stylesp. 109
Competingp. 111
Avoidingp. 112
Accommodatingp. 114
Compromisingp. 115
Collaboratingp. 116
Determining the Styles of Othersp. 118
Pairings of Conflict Stylesp. 119
Shifting Styles During Conflict Episodesp. 120
College Roommatesp. 121
Selecting Conflict Stylesp. 123
A Procedure for Selecting Conflict Stylesp. 124
Cultural and Gender Influences on Conflict Stylesp. 128
Cultural Influencesp. 128
Gender Influencesp. 130
Styles and Tactics in Practicep. 130
The Would-Be Borrowerp. 131
Summary and Reviewp. 133
Conclusionp. 135
Power: The Architecture of Conflictp. 136
Power and the Emergence of Conflictp. 136
A Raid on the Student Activity Fees Fundp. 137
A Raid on the Student Activity Fees Fund (Continued)p. 138
A Relational View of Powerp. 140
The Eccentric Professorp. 142
Social Categorizationp. 143
The Mystique of Powerp. 144
Interactionp. 145
Legitimacyp. 146
Implications of Endorsement for Powerp. 146
Power and Conflict Interactionp. 147
The Creativity Development Committeep. 148
The Use of Power in Conflict Tacticsp. 152
Threats and Promisesp. 152
Relational Controlp. 154
Issue Controlp. 155
The Balance of Power in Conflictp. 158
The Dilemmas of Strengthp. 158
The Copywriter's Committeep. 159
Unbalanced Intimacyp. 160
Job Resignation at a Social Service Agencyp. 161
The Dangers of Weaknessp. 162
Cultural Differences in Valuesp. 165
Working with Powerp. 165
Diagnosing the Role of Power in Conflictp. 165
Fostering Shared Power in Conflictsp. 167
Summary and Reviewp. 170
Conclusionp. 172
Face-Savingp. 174
The Dimensions of Facep. 175
Face Loss as It Relates to Face-Savingp. 176
A Threat to Flexibility in Conflict Interactionp. 176
The Professor's Decisionp. 178
The Outspoken Memberp. 178
The Controversial Team Memberp. 179
Conflict Interaction as a Face-Saving Arenap. 183
Face-Saving Frames in Conflict Interactionp. 188
Resisting Unjust Intimidationp. 188
Refusing to Give on a Positionp. 190
Suppressing Conflict Issuesp. 191
Face-Giving Strategiesp. 192
Working With Face-Saving Issuesp. 196
The Productivity and Performance Reportp. 199
Summary and Reviewp. 200
Conclusionp. 202
The Context of Conflict Interactionp. 203
Historyp. 204
Coordinated Management of Meaning in the Parking Lot Scufflep. 207
Working with Historyp. 209
Climatep. 210
Riverdale Halfway Housep. 213
More Detail on Climatep. 215
Climate and Conflict Interactionp. 217
Identifying Climatesp. 219
Working with Climatep. 220
Breakup at the Bakeryp. 221
Creating Constructive Climatesp. 222
The Expanding Printing Companyp. 225
The Organizational Contextp. 227
What Type of Dispute Resolution System Does an Organization Have?p. 227
Working with Organizational Dispute Resolution Systemsp. 229
Summary and Reviewp. 230
Conclusionp. 232
Managing Conflictp. 234
Review of the Normative Model for Conflict Managementp. 234
Navigating Differentiationp. 235
Framing Problems or Issuesp. 236
Cultivating a Collaborative Attitudep. 238
Moving from Differentiation to Integrationp. 239
A Procedure for Managing Conflictsp. 241
How Can We Manage Extreme Conflict?p. 244
Additional Useful Techniquesp. 245
The Psychological Evaluation Unitp. 249
Summary and Reviewp. 251
Conclusionp. 252
Third-Party Interventionp. 254
Property 1: Conflict Interaction Is Constituted and Sustained by Moves and Countermoves During Interactionp. 255
Third-Party Mandatep. 256
Responsiveness to Emerging Interactionp. 260
Organizational Co-Headsp. 262
The Family Conflictp. 263
Property 2: Patterns of Behavior in Conflict Tend to Perpetuate Themselvesp. 266
Third Parties and Conflict Cyclesp. 266
Neighbor Noise Problemsp. 269
Third Parties and the Overall Shape of Conflict Behaviorp. 270
Third Parties, Differentiation, and Integrationp. 271
Property 3: Conflict Interaction Is Influenced by and in Turn Affects Relationshipsp. 276
Property 4: Conflict Interaction Is Influenced by the Context in Which It Occursp. 278
Third-Party Roles and Ideologiesp. 279
Transformative Mediation: A Relational Approach to Conflict Interventionp. 281
Third-Party Roles and Climatep. 282
Summary and Reviewp. 284
Conclusionp. 287
Referencesp. 288
Indexp. 305
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