The aim of this chapter is to help organizations prepare and empower members so that they can mediate and manage their conflicts constructively even without outside intervention. This chapter argues that organizations can be developed in such a way that managers and employees understand the value of conflict management and practice the skills of constructive dialogue. This chapter has five sections. The first one argues that employees need leadership so that they know that they and their colleagues understand and are jointly committed to managing conflict cooperatively. The second part argues that conflict management theory can provide teams and organizations with a common understanding of conflict and the major approaches they have to deal with their conflicts. The third section reviews research documenting that managing conflict cooperatively for mutual benefit very much supports organizations and teams. The fourth section identifies important ways for managers and leaders to develop cooperative goals and open-mindedness discussion for cooperative conflict management. The last part uses a case study of an organization applying theory and research to become more conflict-positive.
|Title of host publication||Advancing workplace mediation through integration of theory and practice|
|Publisher||Springer International Publishing|
|Number of pages||12|
|Publication status||Published - 2016|
Bibliographical noteThe authors thank WU Xinru Crystal for her valuable assistance in developing this chapter.
- Transformational leadership
- Conflict management
- mutral benefit
- servant leader
- opposing view