Skill D CIA

Rohit Menon
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  Joseph S Himes

University of Georgia Press, 2008

The scope and content of Conflict and Conflict Management derive from some of the
most frequently asked questions about the subject. Joseph S. Himes effectively
demonstrates that contemporary social science can provide answers to most of these
questions. His responses to the questions are drawn from social science literature,
theory, and research and are organized around two central issues: the effort to
understand social conflict and the task of managing it. Conflict and Conflict
Management is divided into two sections, each covering one of these two central issues.
The importance of Himes's overview is threefold. In the first place, it unites recent
theory and research in a systematic synthesis. Secondly, it grounds the strategies of
conflict management in a theory of conflict causation, thus providing a rationale for the
strategies discussed. And finally, his work illuminates the study of social conflict by
differentiating legitimate from no legitimate expressions and thus clarifies both the task
of analysis and the business of management.

 Kenneth W Thomas

Journal of organizational behavior, 265-274, 1992

It has been almost 20 years since I wrote the first draft of the chapter on ‘Conflict and conflict
management ‘for the first edition of The Handbook of Industrial and Organizational
Psychology (Thomas, 1976). I have now rewritten that chapter for a second edition of the
Handbook. This paper reflects back upon that first work and its impact, and outlines the
changes in my thinking.

 James A Wall Jr, Ronda Roberts Callister

Journal of management 21 (3), 515-558, 1995

This article reviews the conflict literature, first examining the causes of conflict, its core
process, and its effects. Subsequently, we probe into conflict escalation (and de-escalation),
contexts, and conflict management. When examining this last topic, we note that conflict can
be managed by the disputants themselves, by managers, or by other third parties. In
conclusion we suggest directions for future research and provide recommendations for
practicing man
  Donald Black

New directions in the study of justice, law, and social control, 43-69, 1990
Conflict management is the handling of grievances, including litigation, mediation,
arbitration, negotiation, beating, torture, assassination, feuding, warfare, strikes, boycotts,
riots, banishment, resignation, running away, ridicule, scolding, gossip, witchcraft, witch-
hunting, hostage-taking, fasting, confession, psychotherapy, and suicide.1 Although diverse,
its many varieties reduce to a smaller number, each arising under distinctive conditions.

 Evert Van de Vliert

Handbook of work and organizational psychology 3, 351-376, 1998

In recent decades, conflict, especially the parties' behaviour in a conflict, has been attracting
increasing academic attention. The results of these efforts are considered here in the light of
the so-called escalation model. To begin with, some restrictions on this survey will be
discussed as well as definitions of conflict and conflict management, and my own view of the
customary approaches to conflict.

 Jeffrey Z Rubin

Journal of social issues 50 (1), 33-45, 1994

Conflict can arise in virtually any social setting, be it between or within individuals, groups,
organizations, or nations. Such conflict can be managed in any of a number of possible ways.
These include domination through physical or psychological means, capitulation, inaction,
withdrawal, negotiation, or the intervention of a third party. This article explores the latter
two approaches to conflict management, first examining two very different models—mutual
gains and concession‐convergence—that have emerged for the understanding of negotiation,
and then turning to the roles and functions of outside intervenor

 Steve Alper, Dean Tjosvold, Kenneth S Law

Personnel psychology 53 (3), 625-642, 2000

The study empirically links conflict management literature with research on efficacy and
organizational teams. Sixty‐one self‐managing teams with 489 employees were recruited
from the production department of a leading electronic manufacturer. Structural equation
analysis supports the model that a cooperative instead of competitive approach to conflict
leads to conflict efficacy that in turn results in effective performance as measured by
managers. Findings suggest how organizational teams can be prepared to make use of their
autonomy to deal with problems and conflicts so that they are productive.

 Deepti Bhatnagar, Jian Feng Li, Mari Kondo, Jin-Lian Luo, Jun-Chen Hu

Journal of international business studies 29 (4), 729-747, 1998

A problem in joint ventures between U.S. and Asian firms is that cultural differences impede
the smooth resolution of conflicts between managers. In a survey of young managers in the
U.S., China, Philippines, and India we find support for two hypotheses about cultural
differences in conflict style and the cultural values that account for these differences: Chinese
managers rely more on an avoiding style because of their relatively high value on conformity
and tradition. U.S. managers rely more on a competing style because of their relatively high
value on individual achievement.

 RS Pomeroy, R Rivera-Guieb

Fishery co-management: a practical handbook, 198-210, 2005

see more details management during the implementation of community-based co-
management programmes is presented. Discussions on conflict assessment, the topology of
conflict, approaches to conflict management, and the selection of approaches in conflict
management are provided. The steps and elements supporting the process of conflict
management developed by the Forestry Policy and Planning Division, which can be applied
to fisheries fisheries Subject Category: Miscellaneous

 Kenneth W Thomas

CPP, Inc., 2002

This practical and insightful booklet, which was designed to accompany the TKI assessment
and provide the next step in understanding and applying results from the TKI, • Focuses in
depth on all five modes—when to use each style, and specific techniques and detailed
guidance for employing each style effectively • Suggests tips for reducing each style's
negative side effects • Helps clients improve their conflict-handling skills • Enables
successful conflict management in organizations • Is a must-have resource for participants in
any TKI conflict training

 Andrea M Bodtker, Jessica Katz Jameson

International journal of conflict management, 2001

A growing body of research suggests that conflict can be beneficial for groups and
organizations (e.g., De Dren & Van De Vliert, 1997). This paper articulates the argument that
to be in conflict is to be emotionally activated (Jones, 2000) and utilizes Galtung's (1996)
triadic theory of conflict transformation to locate entry points for conflict generation.
Application of these ideas is presented through exemplars that demonstrate the utility of
addressing emotions directly in the management of organizational conflicts.

 Vijay K Verma

The project management institute: Project management handbook, 353-364, 1998

Conflict is as inevitable in a project environment as change seems to be. When project team
members interact during the course of completing their tasks and responsibilities, there is
always a potential for conflict. In fact, it is virtually impossible for people with diverse
background skills and norms to work together; make decisions, and try to meet project goals
and objectives without conflict. Project managers must identify, analyse, and evaluate both
positive and negative values of conflict and their effect on performance. They must learn how
and when 

 Carsten KW De Dreu, Michele J Gelfand

Lawrence Erlbaum Associates, 2008

Except as permitted under US Copyright Law, no part of this book may be reprinted,
reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other
means, now known or hereafter invented, including photocopying, microfilming, and
recording, or in any information storage or retrieval system, without written permission from
the publishers.

 Evert Van de Vliert, Boris Kabanoff

Academy of Management Journal 33 (1), 199-209, 1990

The theory of the managerial grid, a model of interrelations among styles of management,
was used as the criterion for validating the two best-known self-report measures of conflict
management styles. We re-analysed six studies that used those measures and found that both
appeared to be moderately valid. However, the measures failed to reflect the underlying
theory in a few respects, which suggested specific areas for improving them.