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PurposeThe purpose of this paper is to examine how the Chinese, Japanese, and Koreans resolve an interpersonal conflict with their supervisors and how cultural factors explain the differences in conflict management styles.Design/methodology/approachA survey was conducted involving 275 employees from China, Japan and South Korea. A hierarchical regression analysis and A‐matrix hypothesis test were used to analyze the data.FindingsKoreans, compared with the Chinese and Japanese, were more likely to use a compromise style. In addition, the Japanese, compared with the Chinese and Koreans, were less likely to dominate and were more likely to oblige their supervisors. The country differences in obliging and dominating styles were partially explained by goal emphasis (self vs collective) and concern for the self, respectively.Research limitations/implicationsWhile limited to recalling specific incidents and self‐reported responses, there is evidence that East Asians differ from each other in resolving their interpersonal conflicts with supervisors. Future research needs to examine East Asian differences in resolving an interpersonal conflict with other targets such as peers and subordinates and using other kinds of conflict management styles such as mediation and arbitration.Originality/valueThis is one of few studies that have examined East Asian differences in conflict management styles.

AbstractThe following case study examines the use of conflict management and mediation training as a vehicle for community empowerment for residents of public housing estates in a large Midwestern city. Lederach's elicitive and prescriptive training models are used as a framework to explain the dynamics of power and disempowerment. Findings suggest that while training was an empowering experience for participants in the training setting, transferring these skills to the community setting was difficult. The external environment must be structured to allow training participants to employ their skills once training is complete if community empowerment is to succeed.

BACKGROUND: Nurse managers are central to conflict management and a healthy work environment. South Africa is one of the most diverse countries globally and workplace diversity is a reality in healthcare organisations. There is a gap in academic literature on conflict management by nurse managers in diverse workplaces in South Africa. AIM: This research aims to understand nurse managers' experiences of conflict management within a diverse South African workplace (military hospital) in order to facilitate a healthy work environment. SETTING: The context was a diverse, medical military organisation servicing all nine South African provinces. This military hospital employed staff of varying nationalities, catering to military and private patients, and functioned within a strict hierarchical structure. METHODS: Purposive sampling was used. Thirteen unstructured, individual interviews were conducted based on a qualitative, phenomenological design. The interviews were followed by content analysis and five main themes emerged as a result. RESULTS: A hierarchical, diverse organisational culture complicates conflict management. The ranking structure, resource shortages, intergenerational dynamics, poor communication and distrust cause conflict. Nurse managers experience conflict daily and are central to conflict management. As such, they have certain personal characteristics and display specific conflict management skills. Conflict management skills can be taught, but this requires an intra- to interpersonal process. A major challenge for the nursing profession today is the younger nurses who seem less passionate and nurse managers who are under more pressure than before. CONCLUSION: A medical military organisation presents an organisational culture that combined with diversity is predisposed to conflict, which endangers the work environment. Yet, both conflict and workplace diversity can, when managed correctly, enrich a healthcare organisation. Nurses and nurse managers will benefit from reflective conflict management ...

Law Enforcement Interpersonal Communication and Conflict Management: The IMPACT Model provides law enforcement professionals with a comprehensive, easy-to-follow model designed specifically to improve communications with victims, witnesses, subjects, and other members of the public. Harnessing 30 years of front line law enforcement experience, author Brian D. Fitch outlines practical strategies in a six-step model, IMPACT, which asks professionals to: Identify and master emotions Master the story Promote positive behavior Achieve Rapport Control your response Take perspective When used correctly, this model will help readers communicate and connect more effectively with people in virtually any law enforcement environment.

High‐quality institutions of conflict management can serve to mitigate the negative effects of adverse external shocks and social conflict on long‐run economic growth. But in addition to the benefits (production‐enhancing cooperation), there are also costs (taxes and rent‐seeking) of conflict‐management institutions like corporatism and trust. We examine both positive and negative influences in the context of a simple growth model. Contrary to previous research, we predict a non‐linear relationship between institutions and growth. The empirical evidence from a panel for the years 1961‐1995 shows that neo‐corporatism and trust have each had independent positive effects on long‐run growth in the EU, suggesting that the diminishing product range of institutions has not yet been reached. Under an increasing size of government, however, both institutions lead to a dominating negative rent‐seeking effect.Our thanks for helpful comments go to the editors, an anonymous referee, Karl Aiginger, Mathias Dufour, Frauke Skudelny, Robert Urbatsch, seminar participants at the University of Linz, the Austrian Institute for Economic Research and discussants at the European Public Choice Society Meeting 2000 in Siena. All remaining errors are ours, of course. An extended version of this paper is available from the authors on request (Schneider and Wagner 2001). Further results are discussed in Wagner (2000).