De Gruyter Handbook of Organizational Conflict Management (de Gruyter Handbooks in Business, Economics and Finance)

Workplace conflict is inevitable when leaders and employees with diverse backgrounds have different work styles, which are often acquired from previous experiences. In an organization, they are brought together for a shared business purpose, to accomplish the vision and mission of the firm. Turnover, wasted time, loss of reputation, decreased productivity, and lower profitability are just some of the costs associated with unmanaged or mismanaged conflicts. Although many people believe that conflict is either something to be avoided or something to fight to win, when managed appropriately, conflicts can be the lifeblood of an organization. Conflict can be the impetus that sparks creativity and innovation and leads to positive organizational policy and culture changes. Part of the problem is that most people have not been taught how to productively manage conflicts, and when they do what they have always done they are getting the same negative results. Conflict management is an ever-evolving area in organizational affairs. Organizations are microcosms of society, and as society evolves and changes, leaders will benefit from understanding typical root causes of conflicts (both interpersonal and organizational), appropriate methods for managing conflicts, and unique concepts that contribute to conflict situations. There has been a need for a handbook that offers a practical guide to conflict management and supports these concepts with scholarly research. Not only will this handbook offer a scholar/practitioner insights into the fundamentals of conflict management, such as communication, diversity, and conflict styles, it will also delve into topics that have been given less attention, such as ethnos religious, sexual preferences, generational differences, and workplace bullying. Additionally, this handbook will provide organizational leaders with various techniques for resolving conflicts appropriately and ways to design a system that reduces the costs of unmanaged and unproductive conflicts. The goal of this handbook is to offer organizational leaders and employees a deeper understanding of what causes conflicts and provide them with solutions for turning unproductive conflicts into positive opportunities for growth. Contents Contributors Acknowledgements Preface Section 1: Interpersonal Conflict Management Chapter 1 Shining a Light on Organizational Conflict Chapter 2 Emotional Intelligence in Workplace Negotiations Chapter 3 Psychological Safety: Creating a Healthy Conflict Culture Chapter 4 Thomas-Kilmann Instrument (TKI) and the Kilmann Organizational Conflict Instrument (KOCI) Chapter 5 Mindfulness Training in Organizational Settings: An Empirical Look at the Research Section 2: Organizational Conflict Management Chapter 6 Understanding Culture to Resolve Conflict: An Introduction of the ADVANCE Through ConflictTM Model Chapter 7 Utilization of Frames and Reframing for Organizational Leadership and Conflict Management Effectiveness Chapter 8 10 Separations in Conflict Resolution Chapter 9 Collaborative Practices in Organizations: Managing Conflict and Leading Constructive Change Chapter 10 Shifting the Focus from Stand-Alone Dispute Systems Design Elements to Creating Self-Correcting and Fluid Organizations Chapter 11 Stereotypes, Bias and Microaggressions in Organizational Conflict Management (OCM) Section 3: Intercultural, International, and Ethic Conflict Management Chapter 12 Managing Workplace Conflicts: Considerations of Ethnicity and Religion Chapter 13 Hindu Philosophy and the Resolution of the Roots of Conflict: Adi Shankaracharya’s ‘Nirvana Shatakam’ Chapter 14 Political Conflicts in the Workplace: What are Their Effects, and Can They be Avoided? Section 4: Methods for Managing Organizational Conflicts Chapter 15 Detecting Deception in Negotiation: From Natural Observation to Strategic Provocation Chapter 16 The HearT of Mediation Chapter 17 Managing Organizational Conflicts Through Innovation, Creativity, and Inclusion: Implementing a Conflict System of Shared Leadership Chapter 18 Coaching and Organisational Development: Lessons and Themes from 360 Degree Feedback Chapter 19 Functions and Benefits of an Organizational Ombuds Chapter 20 Managing Workplace Conflict: The Role of Human Resources as “Organizational Toxin Handlers” Section 5: Special Topics in Organizational Conflict Management Chapter 21 Workplace Bullying: Not Just Another Conflict Chapter 22 Women and Organizational Conflict Management: Promoting Human Rights and Challenging Gender Bias Chapter 23 Making the Invisible Visible: Uncovering the Mystery of Personality Conflicts at Work Chapter 24 Organizational Conflict Management: Driving Innovation and Organizational Success Through Leadership Management and Human Connection Chapter 25 Create a Space to Forgive: Letting Go of Blame and Anger Can Move Us from Victim to Survivor List of Figures List of Tables Index "The De Gruyter Handbook of Organizational Conflict Management offers insightful contributions covering a myriad of conflict management topics ranging from fundamental issues, such as emotional intelligence and cultural differences, to cutting-edge themes such as political conflicts and mindfulness training. Renowned conflict management scholars and leading practitioners have contributed chapters to this handbook based on their research and their practical experience in the field of conflict management. Many of the authors have influenced the topic of conflict management as it has become both a field of academic study in universities and a necessary leadership skill. The handbook is organized in four sections. The first section covers interpersonal conflict management and focuses on perceptions, conflict styles, emotional intelligence, psychological safety, and change. The second section includes ethnic and cultural issues in organizational conflict management, such as microaggressions, ethnicity and religion, and political conflicts. The third section offers methods for managing organizational conflicts, including mediation, negotiation, ombudspersons, and conflict coaching. This section also offers guidance on developing an organizational conflict management system and discusses HR's role in managing conflicts. The fourth section introduces chapters on special topics in conflict management, such as workplace bullying, gender issues, birth order personality, human connections, and forgiveness. This handbook is an essential reference for scholars and practitioners. It offers organizational leaders insights into the causes and solutions to organizational conflict management. In addition, it is an excellent textbook for undergraduate and graduate courses in organizational conflict management."-- Provided by publisher The De Gruyter Handbook of Organizational Conflict Management offers insightful contributions covering a myriad of conflict management topics ranging from fundamental issues, such as emotional intelligence and cultural differences, to cutting-edge themes such as political conflicts and mindfulness training. Renowned conflict management scholars and leading practitioners have contributed chapters to this handbook based on their research and their practical experience in the field of confl ict management. Many of the authors have influenced the topic of conflict management as it has become both a fi eld of academic study in universities and a necessary leadership skill. The handbook is organized in four sections. The first section covers interpersonal conflict management and focuses on perceptions, conflict styles, emotional intelligence, psychological safety, and change. The second section includes ethnic and cultural issues in organizational conflict management, such as microaggressions, ethnicity and religion, and political conflicts. The third section offers methods for managing organizational conflicts, including mediation, negotiation, ombudspersons, and conflict coaching. This section also offers guidance on developing an organizational conflict management system and discusses HR's role in managing conflicts. The fourth section introduces chapters on special topics in conflict management, such as workplace bullying, gender issues, birth order personality, human connections, and forgiveness. This handbook is an essential reference for scholars and practitioners. It offers organizational leaders insights into the causes and solutions to organizational conflict management. In addition, it is an excellent textbook for undergraduate and graduate courses in organizational conflict management.