Manager as Mediator : Developing a Conflict-Positive Organization

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Abstract

Organizations have developed formal structures, such as grievance committees and ombudsman's offices, to mediate conflicts between employees and have hired mediators to cope with escalated labor-management conflict and sharp divisions between units. Mediation research and practice as developed in the other chapters of this book are highly relevant and useful for guiding these efforts. Mediation, though, is much more prevalent in organizations than only in terms of these formal approaches. Employees continually disagree over issues, interpersonal treatment, and attitudes. Rather than hire third party specialists, managers are expected to handle conflicts as they make decisions and resolve differences among employees. However, most managers have little formal training in conflict and are unprepared to meet the demands of mediation.

Original languageEnglish
Title of host publicationThe Blackwell Handbook of Mediation : Bridging Theory, Research, and Practice
EditorsMargaret S. HERRMAN
PublisherWiley-Blackwell Publishing Ltd
Pages344-354
Number of pages11
ISBN (Electronic)9781405164238
ISBN (Print)1405127422, 9781405127424
DOIs
Publication statusPublished - 26 Feb 2008

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Keywords

  • Agreeing
  • Becoming conflict-positive
  • Manager as mediator
  • Positive conflict
  • Productive conflictin organizations

Cite this

TJOSVOLD, D. W., & SU, F. (2008). Manager as Mediator : Developing a Conflict-Positive Organization. In M. S. HERRMAN (Ed.), The Blackwell Handbook of Mediation : Bridging Theory, Research, and Practice (pp. 344-354). Wiley-Blackwell Publishing Ltd. https://doi.org/10.1002/9781405164238.ch16