CONFLICT MANAGEMENT The Psychology of conflict and conflict ...

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1 Conflict in the Workplace: Sources, Functions, and Dynamics Across Multiple Levels of Analysis Carsten K. W. De Dreu university of amsterdam MiChele J. GelfanD university of Maryland Conflict is a social phenomenon that occurs across species, time periods, and cultures. Conflict has been frequently studied among bees, ants, and other insect communities (Trivers & Hare, 1976), among crayfish (Huber, Panksepp, Yue, Delago, & Moore, 2001), and among chimpanzees (de Waal, 1989), to name but a few. Evidence of conflict among humans dates to the appearance of humankind itself (Keeley, 1996). Perhaps not surprisingly, given its complexity, the study of conflict is a multidisciplinary and multilevel scholarly enterprise. Conflict scholars can be found in most scientific disciplines, including physics, mathematics, biology, anthropology, psychology, sociology, economics, political science, organizational behavior, and communication studies. Although theories and methods across these disciplines are quite varied (De Dreu & Carnevale, 2005), they all focus on the same fundamental question; namely, “How do individuals and groups manage their interdependence with 3
4 DE DREU AND GELFAND one another?” Whether examining a brain scan, a Petri dish, a fish tank, a beehive, small groups in the laboratory, or organizational decision-making teams, understanding the antecedents, processes, and outcomes of conflict is of critical theoretical and practical importance in many sciences; indeed, few areas of scholarly inquiry have attracted as much attention across disciplines as the study of conflict. In the specific area of organizational behavior and industrial/organizational psychology, the study of conflict has a long history. In their seminal work on the social psychology of organizations, Katz and Kahn (1978) observed that “every aspect of organizational life that creates order and coordination of effort must overcome tendencies to action, and in that fact lies the potentiality for conflict” (p. 617). Every “school of organizational thought”—from Weber’s bureaucracy and scientific management, to human relations and cooperative systems, to open systems theory—has as its central basis the question of how employees manage their mutual interdependencies and ensuing conflicts (see Jaffee, chapter 2, this volume, for a review). Indeed, conflict, work, and organizations are so strongly intertwined that some have concluded that organizations without conflict do not exist, and that conflict cannot exist without people being interdependent for their task achievements (e.g., Pfeffer, 1997; Pondy, 1967). This close connection between conflict and collaborative work has become even stronger due to a variety of changes in the world of work and organizations. First, conflicts are more likely to emerge because of the increasing pressures to change, adapt, and innovate with concomitant increases in workload, job insecurity, role conflict, misunderstandings, and related grievances (e.g., Anderson, De Dreu, & Nijstad, 2004; Janssen, 2003; Peterson & Behfar, 2003). Second, due to globalization of economies and immigration at an increasingly larger scale, organizations face an exceedingly diverse workforce. Diversity may manifest itself in many different forms, some being more readily visible than others, and some being tied to task-relevant issues more than others. One way or the other, however, diversity is associated with conflict (Jehn, Bezrukova, & Thatcher, chapter 6, this volume). Third, the growing use of Internet and noncollocated interactions in which employees no longer work and communicate face-to-face puts increasing demands on communication processes and easily evokes misunderstanding and irritation (Friedman & Currall, 2003; see also Olekalns, Putnam, Weingart, & Metcalf, chapter 3, this volume). Fourth, and finally, the tendency to organize work in (semiautonomous) teams creates greater interdependency among employees, undermines the traditional power relations and hierarchical command– control typical of traditional organizations, and requires higher levels of self-management and self-regulation, including negotiation and conflict management skills (Pfeffer, 1997).
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2 Conflict at Work Throughout the H
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3 Communication Processes and Confl
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3. COMMUNICATION PROCESSES AND CONF
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4 Conflict and Group Decision Makin
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150 SCHULZ-HARDT, MOJZISCH, AND VOG
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6 Conflict, Diversity, and Faultlin
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7 Workplace Aggression and Conflict
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8 Conflict Escalation in Organizati
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9 Conflict, Health, and Well-Being
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9. CONFLICT, HEALTH, AND WELL-BEING
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III Organizational Level of Analysi
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292 GOLDMAN, CROPANZANO, STEIN, AND
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11 Organizational Dispute Resolutio
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12 Union-Management Conflict: Histo
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12. UNION-MANAGEMENT CONFLICT: HIST
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386 TERRY AND AMIOT Different psych
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388 TERRY AND AMIOT Laboratory stud
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390 TERRY AND AMIOT implies a direc
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392 TERRY AND AMIOT high-status emp
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394 TERRY AND AMIOT ously independe
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396 TERRY AND AMIOT that the eviden
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398 TERRY AND AMIOT it is important
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400 TERRY AND AMIOT Perceptions of
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402 TERRY AND AMIOT Threat 4 3.8 3.
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404 TERRY AND AMIOT lower job satis
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406 TERRY AND AMIOT ConClusions Tak
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408 TERRY AND AMIOT Cobb, A. T., Wo
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410 TERRY AND AMIOT Mottola, G. R.,
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IV Commentaries
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416 SMITH-CROWE, BRIEF, AND UMPHRES
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15 Making Sense of an Elusive Pheno
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15. MAKING SENSE OF AN ELUSIVE PHEN
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436 CARNEVALE processes. However, w
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438 CARNEVALE such as those of Walt
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440 CARNEVALE discussion of escalat
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442 CARNEVALE ments; gain and loss
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444 CARNEVALE Luce, R. D., & Raiffa
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446 TJOSVOLD see them as dishonest
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448 TJOSVOLD me at work.” But thi
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450 TJOSVOLD represented in the Mar
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452 TJOSVOLD This note has identifi
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author index Page references follow
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Author Index 457 Bonoma, T. V., 83,
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Author Index 459 Cronbach, L. J., 4
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Author Index 461 Fang, S. S., 257,
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Author Index 463 Hambrick, D. C., 1
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Author Index 465 Jost, J. T., 417,
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Author Index 467 Li, A., 139, 143 L
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Author Index 469 Mortensen, M., 195
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Author Index 471 Pinkley, R. L., 10
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Author Index 473 Schultz, M., 37, 4
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Author Index 475 Thompson, E. P., 5
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Author Index 477 Williams, K. Y., 4
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480 Subject Index dispersion theori
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482 Subject Index N informational h
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484 Subject Index Theory and resear
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