TITLE : WORKING THROUGH CONFLICT: STRATEGIES FOR RELATIONSHIPS, GROUPS AND ORGANIZATIONS. 2ND ED.

 
CONTENTS
 
List of Cases xiii
Preface xv
 
Introduction Conflict and Interaction  1
 
The Potential of Conflict Interaction  1
    Case 1.1: The Women's Hotline Case 2
Definition of Conflict 4
Arenas of Conflict Interaction 6
Productive and Destructive Conflict Interaction 8
Conflict as Interactive Behavior 10
 
Chapter 1 Traditional Perspectives on Comflict	12
 
Introduction 1 2
The Psychodynamic Perspective 13
Field Theory and the Concept of Climate 18
Experimental Gaming Research 21
The Human Relations Perspective and Conflict Styles 31
Intergroup Conflict Research 33
Conclusion 38
 
Chapter 2 Explaining Conflict Processes 40
 
Perspectivism and Conflict 40
The Role of Theories 43
	Case 2.1: Are Conflict Theories lust Common Sense? 44
Contemporary Perspectives 45
	The Cognitive Perspective 46
	The Interactional Perspective 47
Cognitive and Interactional Theories 48
Contemporary Theories of Conflict 48
	Case 2.2: The Parking Lot Scuffle 49
	Verbal Aggressiveness Theory 50
	Case 2.3: Verbal Aggressiveness Theory and the
		Parking Lot Scuffle 51
	Attribution Theory 52
	Case 2.4: Attribution Theory and the Parking Lot Scuffle 53
	Social Influence Theory 54
	Case 2.5: Social Influence Theory and the Parking Lot Scuffle 55
	The Coordinated Management of Meaning 56
	Case 2.6: The Coordinated Management of
		Meaning and the Parking Lot Scuffle 58
	Confrontation Episodes Theory 59
	Case 2.7: Confrontation Episodes Theory and the
		Parking Lot Scuffle 63
	Reciprocity Theory, 63
	Case 2.8: Reciprocity Theory and the Parking Lot Scuffle 65
	Conclusion 65
 
Chapter 3 The Role of Communication in Conflict	68
 
Property 1: Moves and Countermoves/	Power 69
Property 2: Self-Perpetuating Patterns 70
	Working Habits, Trained Incapacities, and Conflict	72
	Goal-Emphasis 74
	Case 3.1: The Food Cooperative Newsletter 76
	Objective Standards 77
	Procedures 78
	Case 3.2: The Work Stoppage Decision 79
Property 3: Interaction Sequences 80	
	Moving Through Differentiation and Integration  82
	Differentiation and Escalation 83
	Differentiation and Avoidance 84
	Differentiation and Rigidity of Behavior 85
	Other Phase Models of Conflict 86
Property 4: The Direction of Conflict 89
	Case 3.3: The Columnist's Brown Bag 90
Property 5: Conflict Interaction and
	Relationships 92
	Conclusion 93
 
Chapter 4 Power: The Architecture of Conflict	95
 
Power and the Emergence of Conflict 95
	Case 4.1: Budget Cuts in Academia 96
A Relational View of Power 99
	Case 4.2: The Eccentric Professor 103
Power and Conflict Interaction 106
	Case 4.3: The Creativity Development Committee 106
The Use of Power in Conflict Tactics 111
The Balance of Power in Conflict 117
	The Dilemmas of Strength 118
	Case 4.4: The Copywriters Committee 119
	Case 4.5: Unbalanced Intimacy 121
	Case 4.6: Job Resignation at the Social Service Agency 122
	The Dangers of Weakness 123
	Conclusion 125
 
Chapter 5 Face-Saving 127
 
The Dimensions of Face 128
Face-Loss 1 29
Face-Saving: A Threat to Flexibility in
	Conflict Interaction 130
	Case 5.1: The Professors Decision 131
	Case 5.2: The Outspoken Member 132
	Case 5.3: The Controversial Member 133
Conflict Interaction as an Arena for Face-Saving 136
Forms of Face-Saving in Conflict
	Interaction 143
	Resisting Unjust Intimidation 143
	Refusing to Step Back from a Position 145
	Suppressing Conflict Issues 147
Face-Giving 148
Conclusion	152
 
Chapter 6 Climate and Conflict Interaction	153
 
What Is Climate? A Definition 155
	Case 6.1: Riverdale Halfway House 155
Climate Themes 159
	Case 6.2: The Breakup at the Bal~ery 161
Climate and Conflict Interaction 163
	The Effects of Climate on Conflict Interaction 163
	The Effects of Interaction on Climate 165
	Case 6.3: The Psychological Evaluation Unit 166
	Case 6.3: The Psychological Evaluation Unit	Continued 167
Identifying Climates 174
Creating Constructive Climates 177
Conclusion 179
 
Chapter 7 Doing Conflict: Styles, Strategies, and Tactics	181
 
Conflict Styles 182
	Describing Styles 182
	The Meaning of Conflict Styles 184
	Variations on Conflict Styles 186
	Shifting Styles During Conflict Episodes 192
	Case 7.1: Co11ege Roommates 192
	Selecting Conflict Styles 195
	Evidence on the Effectiveness of Conflict Styles 196
	A Model for Selecting Conflict Styles 198
Conflict Tactics 202
	Threats and Promises 215
	Toughness 217
	Tit for Tat 217
	Coalition Formation 218
	Issue Definition 221
	Metacommunication 222
	Integrative Tactics 223
Styles and Tactics in Practice 225
	Case 7.2: The Would-Be Borrower 225
Conclusion 228
 
Chapter 8 Changing Conflict Dynamics	229
 
Self-Regulation of Conflict 230
Working with Power 231
	Fostering Shared Power in Group and Organizational Conflicts 233
Working with Trained Incapacities 237
	Reframing Issues 240
	Reframing Interaction 245
Working with Face-Saving Issues 246
	Case 8.1: The Productivity/Performance Report 248
Working with Climate 249
	Case 8.2: The Consulting Agency 250
	Case 8.3: The Expanding Printing Company 250
Relations Among the Forces 252
Conclusion 253
 
Chapter 9 Third Party Intervention 254
 
Property 1: Moves and Countermoves/Power 255
	Third Party Mandate 256
	Responsiveness to Emerging Interaction 260
	Case 9.1: The Food Distribution Company 262
	Case 9.2: The Radio Station 263
Property 2: Self-Perpetuating Patterns 267
Property 3: Interaction Sequences 270
	Third Parties, Differentiation, and Integration 273
Property 4: The Direction of Conflict 278
Property 5: Conflict Interaction and Relationships 281
Conclusion 283
Post Script: The Technological Future 284
	Case 9.3: The Negotiation Support System 284
 
References 291
Credits 310
Index 311