CONFLICT MANAGEMENT The Psychology of conflict and conflict ...

480 Subject Index
dispersion theories of group
composition, overview of,
181–182
social category diversity and
informational diversity,
187–188
social category versus informational
faultlines, 188–189
Dissent and conflict, 148–161
do they facilitate creativity and
performance?, 148–154
dissent and individual
creativity, 149–151
dissent and group decision
quality, 151–154
perspective taking, 148–149
how can we use them to facilitate
creativity?, 161–167
dissent, establishing, 161–163
dissent, mimicking, 165–167
expression and transformation
of dissent, facilitating the,
163–165
how do they facilitate creativity
and performance?, 154–161
activating role of dissent in
general, 154–155
exposure to minority
versus dissent: effects on
individuals, 155–157
minority and majority dissent:
effects within groups, 157–161
Dissent, creativity, and performance:
What might we learn in the
future?, 168–172
behavioral styles, role of, 169–170
different forms of exposition to
dissent, differentiating
between, 170
mediators of different minority
versus majority dissent
effects, 169
Distinctions between workplace
aggression and conflict
literatures, exploring the,
222–226
dynamic versus static perspectives
on social change, 224–225
focus upon cognition versus affect,
224
level of analysis and
methodological techniques,
225
outcomes, nature of, 222–223
task versus relationship focus,
223–224
Does diversity-driven conflict always
arise passively?, 418–419
E
Escalation, impact of, 247–255
retaliatory, 248–249
actor characteristics, 252–253
broader community, characteristics
of the, 254–255
illegitimacy, perceptions of, 250
parties, relationship between the,
253–254
responsibility, attributions of,
249–250
temporary features of the situation
that affect the state of the
actor, 250–252
sequences, 247–248
F
Formal and informal dispute
resolution, combining,
310–312
future research needs and critical
omissions, 311–312
Fundamental tensions generating
organizational conflict, 56–57
individual-level tension, 56–57
organizational-level tension, 57
G
Group negotiation, literature on,
123–130