Working through Conflict
Strategies for Relationships, Groups, and Organizations: International Edition
7th Edition
Published on 1. March 2012
Book
Paperback/Softback
336 pages
978-0-205-24961-9 (ISBN)
Unfortunately, price unknown
No shipping information available
Description
Updated in its 7th edition, Working Through Conflict provides an introduction to conflict and conflict management that is firmly grounded in current theory, research, and practice, covering the whole range of conflict settings (interpersonal, group, and organizational). Encompassing a broad spectrum of theoretical perspectives, the text includes an abundance of real life case studies that illustrate key concepts and help students learn how to apply theory. The book's emphasis on application of concepts makes it highly accessible to students, while expanding their understanding of both conflict theory and practical skills.
More details
Edition
7th edition
Language
English
Place of publication
United States
Publishing group
Pearson Education (US)
Target group
College/higher education
Dimensions
Height: 208 mm
Width: 186 mm
Thickness: 17 mm
Weight
546 gr
ISBN-13
978-0-205-24961-9 (9780205249619)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Previous edition
Joseph P. Folger | Marshall Scott Poole | Randall K. Stutman
Working Through Conflict
Strategies for Relationships, Groups, and Organizations
Book
10/2008
6th Edition
Routledge
Unfortunately, price unknown
No shipping information available
Content
List of Cases
Preface
Introduction
I.1 Conflict Defined
I.2 Arenas for Conflict
I.3 Productive and Destructive Conflict Interaction
I.4 Judgments About Conflict Outcomes
I.5 Plan of the Book
I.6 Summary and Review
1 Communication and Conflict
1.1 A Model of Effective Conflict Management
1.2 Properties of Conflict Interaction
1.3 Summary and Review
1.4 Conclusion
2 The Inner Experience of Conflict
2.1 The Psychodynamic Perspective
2.2 Emotion and Conflict
2.3 Social Cognition and Conflict
2.4 The Interaction of Psychodynamics, Emotion, and Social Cognition in Conflict
2.5 Summary and Review
2.6 Conclusion
3 Conflict Interaction
3.1 Stages of Conflict
3.2 Interdependence
3.3 Reciprocity and Compensation
3.4 Framing Issues in Conflict Interaction
3.5 Social Context and the Coordination of Meaning
3.6 Social Identity and Intergroup Conflict
3.7 Summary and Review
3.8 Conclusion
4 Conflict Styles and Strategic Conflict Interaction
4.1 Origins of Conflict Style
4.2 What Is a Conflict Style?
4.3 An Expanded View of Conflict Styles
4.4 Determining the Styles of Others
4.5 Pairings of Conflict Styles
4.6 Shifting Styles During Conflict Episodes
4.7 Selecting Conflict Styles
4.8 Cultural and Gender Influences on Conflict Styles
4.9 Styles and Tactics in Practice
4.10 Summary and Review
4.11 Conclusion
5 Power: The Architecture of Conflict
5.1 Power and the Emergence of Conflict
5.2 A Relational View of Power
5.3 Power and Conflict Interaction
5.4 The Use of Power in Conflict Tactics
5.5 The Balance of Power in Conflict
5.6 Working with Power
5.7 Summary and Review
5.8 Conclusion
6 Face-Saving
6.1 The Dimensions of Face
6.2 Face Loss as It Relates to Face-Saving
6.3 A Threat to Flexibility in Conflict Interaction
6.4 Conflict Interaction as a Face-Saving Arena
6.5 Face-Saving Frames in Conflict Interaction
6.6 Face Saving in Other Cultures
6.7 Face-Giving Strategies
6.8 Working With Face-Saving Issues
6.9 Summary and Review
6.10 Conclusion
7 Climate and Conflict Interaction
7.1 Climate and Conflict
7.2 Summary and Review
7.3 Conclusion
8 Managing Conflict
8.1 Review of the Normative Model for Conflict Management
8.2 Navigating Differentiation
8.3 A Procedure for Managing Conflicts
8.4 Addressing Severe Challenges to Conflict Integration
8.5 Dispute Systems: Managing Conflict within Organizations
8.6 Summary and Review
8.7 Conclusion
9 Third-Party Intervention
9.1 Property 1: Conflict Interaction Is Constituted and Sustained by Moves and Countermoves During Interaction
9.2 Property 2: Patterns of Behavior in Conflict Tend to Perpetuate Themselves
9.3 Property 3: Conflict Interaction Is Influenced by and in Turn Affects Relationships
9.4 Property 4: Conflict Interaction Is Influenced by the Context in Which It Occurs
9.5 Summary and Review
9.6 Conclusion
References
Index
Preface
Introduction
I.1 Conflict Defined
I.2 Arenas for Conflict
I.3 Productive and Destructive Conflict Interaction
I.4 Judgments About Conflict Outcomes
I.5 Plan of the Book
I.6 Summary and Review
1 Communication and Conflict
1.1 A Model of Effective Conflict Management
1.2 Properties of Conflict Interaction
1.3 Summary and Review
1.4 Conclusion
2 The Inner Experience of Conflict
2.1 The Psychodynamic Perspective
2.2 Emotion and Conflict
2.3 Social Cognition and Conflict
2.4 The Interaction of Psychodynamics, Emotion, and Social Cognition in Conflict
2.5 Summary and Review
2.6 Conclusion
3 Conflict Interaction
3.1 Stages of Conflict
3.2 Interdependence
3.3 Reciprocity and Compensation
3.4 Framing Issues in Conflict Interaction
3.5 Social Context and the Coordination of Meaning
3.6 Social Identity and Intergroup Conflict
3.7 Summary and Review
3.8 Conclusion
4 Conflict Styles and Strategic Conflict Interaction
4.1 Origins of Conflict Style
4.2 What Is a Conflict Style?
4.3 An Expanded View of Conflict Styles
4.4 Determining the Styles of Others
4.5 Pairings of Conflict Styles
4.6 Shifting Styles During Conflict Episodes
4.7 Selecting Conflict Styles
4.8 Cultural and Gender Influences on Conflict Styles
4.9 Styles and Tactics in Practice
4.10 Summary and Review
4.11 Conclusion
5 Power: The Architecture of Conflict
5.1 Power and the Emergence of Conflict
5.2 A Relational View of Power
5.3 Power and Conflict Interaction
5.4 The Use of Power in Conflict Tactics
5.5 The Balance of Power in Conflict
5.6 Working with Power
5.7 Summary and Review
5.8 Conclusion
6 Face-Saving
6.1 The Dimensions of Face
6.2 Face Loss as It Relates to Face-Saving
6.3 A Threat to Flexibility in Conflict Interaction
6.4 Conflict Interaction as a Face-Saving Arena
6.5 Face-Saving Frames in Conflict Interaction
6.6 Face Saving in Other Cultures
6.7 Face-Giving Strategies
6.8 Working With Face-Saving Issues
6.9 Summary and Review
6.10 Conclusion
7 Climate and Conflict Interaction
7.1 Climate and Conflict
7.2 Summary and Review
7.3 Conclusion
8 Managing Conflict
8.1 Review of the Normative Model for Conflict Management
8.2 Navigating Differentiation
8.3 A Procedure for Managing Conflicts
8.4 Addressing Severe Challenges to Conflict Integration
8.5 Dispute Systems: Managing Conflict within Organizations
8.6 Summary and Review
8.7 Conclusion
9 Third-Party Intervention
9.1 Property 1: Conflict Interaction Is Constituted and Sustained by Moves and Countermoves During Interaction
9.2 Property 2: Patterns of Behavior in Conflict Tend to Perpetuate Themselves
9.3 Property 3: Conflict Interaction Is Influenced by and in Turn Affects Relationships
9.4 Property 4: Conflict Interaction Is Influenced by the Context in Which It Occurs
9.5 Summary and Review
9.6 Conclusion
References
Index