Suchergebnisse

This paper presents the theoretical rationale for further development of a model for the assessment and management of intraorganizational conflict. The purpose of such a model would be to assist employees, managers, human resources practitioners, and external service providers in selecting the most appropriate conflict management strategy for a given conflict. The framework presented builds on the previous work of Sheppard (1984) and Elangovan (1995, 1998) in suggesting that a contingency‐based model of strategy selection must include attention to characteristics of the conflict, desired outcomes of the participants, and awareness of available conflict management strategies. By expanding the range of conflicts and conflict management strategies typically included within a single model, the framework presented here forms the basis of a comprehensive model for dealing with intraorganizational conflict.

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.