Working through conflict : strategies for relationships, groups, and organizations /

Working through conflict : strategies for relationships, groups, and organizations /

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Bibliographic Details
Author / Creator:Folger, Joseph P., 1951-
Edition:7th ed.
Imprint:Boston : Pearson, ©2013.
Description:xv, 319 pages ; 23 cm
Language:English
Subject:
Social conflict.
Conflict (Psychology)
Conflict management.
Social interaction.
Interpersonal conflict.
Conflict management.
Conflict (Psychology)
Interpersonal conflict.
Social conflict.
Social interaction.
Format: Print Book
URL for this record:http://pi.lib.uchicago.edu/1001/cat/bib/10120007
Hidden Bibliographic Details
Other authors / contributors:Poole, Marshall Scott, 1951-
Stutman, Randall K., 1957-
ISBN:9780205078431
0205078435
9780205249619
0205249612
Notes:Includes bibliographical references (pages 288-309) and index.
Table of Contents:
  • List of Cases
  • Preface
  • Introduction
  • Conflict Defined
  • Arenas for Conflict
  • Productive and Destructive Conflict Interaction
  • Judgments About Conflict Outcomes
  • Plan of the Book
  • Summary and Review
  • Chapter 1. Communication and Conflict
  • A Model of Effective Conflict Management
  • Properties of Conflict Interaction
  • Summary and Review
  • Conclusion
  • Chapter 2. The Inner Experience of Conflict
  • The Psychodynamic Perspective
  • Emotion and Conflict
  • Cognition and Conflict
  • Interaction of Psychodynamics, Emotion, and Social Cognition in Conflict and Review
  • Conclusion
  • Chapter 3. Conflict Interaction
  • Stages of Conflict
  • Interdependence
  • Reciprocity and Compensation
  • Framing Issues in Conflict Interaction
  • Social Context and the Coordination of Meaning
  • Social Identity and Intergroup Conflict
  • Summary and Review
  • Conclusion
  • Chapter 4. Conflict Styles and Strategic Conflict Interaction
  • Origins of Conflict Style
  • What Is a Conflict Style?
  • An Expanded View of Conflict Styles
  • Determining the Styles of Others
  • Pairings of Conflict Styles
  • Shifting Styles During Conflict Episodes
  • Selecting Conflict Styles
  • Cultural and Gender Influences on Conflict Styles
  • Styles and Tactics in Practice
  • Summary and Review
  • Conclusion
  • Chapter 5. Power: The Architecture of Conflict
  • Power and the Emergence of Conflict
  • A Relational View of Power
  • Power and Conflict Interaction
  • The Use of Power in Conflict Tactics
  • The Balance of Power in Conflict
  • Working with Power
  • Summary and Review
  • Conclusion
  • Chapter 6. Face-Saving
  • The Dimensions of Face
  • Face Loss as It Relates to Face-Saving
  • A Threat to Flexibility in Conflict Interaction
  • Conflict Interaction as a Face-Saving Arena
  • Face-Saving Frames in Conflict Interaction
  • Face Saving in Other Cultures
  • Face-Giving Strategies
  • Working With Face-Saving Issues
  • Summary and Review
  • Conclusion
  • Chapter 7. Climate and Conflict Interaction
  • Climate and Conflict
  • Summary and Review
  • Conclusion
  • Chapter 8. Managing Conflict
  • Review of the Normative Model for Conflict Management
  • Navigating Differentiation
  • A Procedure for Managing Conflicts
  • Addressing Severe Challenges to Conflict Integration
  • Dispute Systems: Managing Conflict within Organizations
  • Summary and Review
  • Conclusion
  • Chapter 9. Third-Party Intervention
  • Property 1. Conflict Interaction Is Constituted and Sustained by Moves and Countermoves During Interaction
  • Property 2. Patterns of Behavior in Conflict Tend to Perpetuate Themselves
  • Property 3. Conflict Interaction Is Influenced by and in Turn Affects Relationships
  • Property 4. Conflict Interaction Is Influenced by the Context in Which It Occurs
  • Summary and Review
  • Conclusion
  • References
  • Index

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