Fighting With Friends and Lovers: Interpersonal Conflict Management and Resolution

1991 ◽  
Vol 36 (12) ◽  
pp. 1099-1099
Author(s):  
Mollie B. Condra
Keyword(s):  
Conflict Management ◽  
Interpersonal Conflict

Interpersonal conflict at work: Age and emotional competence differences in conflict management

2018 ◽  
Vol 8 (4) ◽  
pp. 195-227 ◽  
Author(s):  
Lena A. Beitler ◽  
Sonja Scherer ◽  
Dieter Zapf
Keyword(s):  
Problem Solving ◽  
Conflict Management ◽  
Older Workers ◽  
Interpersonal Conflict ◽  
Emotional Competence ◽  
Review Of The Literature ◽  
Potential Mediator ◽  
Age Related ◽  
Management Behaviors

Previous research has illustrated that older workers have high emotional competence (EC) that could enable them to effectively manage interpersonal conflict. However, it is still unclear whether age, potentially via EC, also influences a variety of conflict management behaviors. To address this question, we present a systematic review of the literature on the direct relationships between age, EC, and conflict management, and on EC as a potential mediator. We classify conflict management behaviors using the dual concern model (e.g., De Dreu, Evers, Beersma, Kluwer, & Nauta, 2001), and identified 15 studies on age-related conflict management, and 14 studies on EC and conflict management. Unfortunately, we found that none of the previous studies examined EC as a mediator between age and conflict behaviors. Overall, our review does reveal a positive age trend for EC, avoiding, compromising, and problem-solving, and a negative age trend for forcing. Additionally, EC seems to be positively related to problem-solving, compromising, and yielding. We discuss potential moderators and the role of EC as a potential mediator.

A Preliminary Survey of Interpersonal Conflict at Major Games and Championships

2013 ◽  
Vol 27 (2) ◽  
pp. 120-129 ◽  
Author(s):  
Stephen Mellalieu ◽  
David A. Shearer ◽  
Catherine Shearer
Keyword(s):  
Conflict Management ◽  
Interpersonal Conflict ◽  
Common Factor ◽  
Support Staff ◽  
Preliminary Survey ◽  
Behavioral Consequences ◽  
Effective Strategies ◽  
Detailed Survey ◽  
Staff Experiences

Interpersonal conflict is a common factor reported by governing bodies and their athletes when preparing for, or competing in, major games and championships (Olusoga, Butt, Hays, & Maynard, 2009). The aim of this study was to conduct a preliminary exploration of a UK home nation’s athletes, management, and support staff experiences of interpersonal conflict during competition. Ninety participants who had represented or worked for their nation at major games or championships completed a detailed survey of interpersonal conflict experiences associated with competition. The results suggest athletes, coaches, and team managers are at the greatest risk from interpersonal conflict, while the competition venue and athlete village are where the most incidences of conflict occur. Interpersonal conflict was also suggested to predominantly lead to negative cognitive, affective, and behavioral consequences (disagreement, anger, upset, loss in concentration). Findings are discussed in the context of the experience of the interpersonal conflict with provisional recommendations offered for developing effective strategies for conflict management.

scholarly journals “NOT My Issue!!!”: Teaching the Interpersonal Conflict Course

2019 ◽  
Vol 2 ◽  
pp. 17-22
Author(s):  
Nancy Brule ◽  
Jessica Eckstein
Keyword(s):  
Conflict Management ◽  
Communication Skills ◽  
Interpersonal Conflict ◽  
Real Life ◽  
Content Areas ◽  
Sample Application

Students who enroll in communication courses to improve their conflict management abilities should be provided with both an understanding of, and skills pertaining to, interpersonal conflict across diverse contexts. In this article, we offer pedagogical guidance for teaching the Interpersonal Conflict course. With an emphasis on building communication skills usable in a variety of real-life situations and settings, this article includes discussion of necessary foundational concepts and applied content areas, sample application assignments, and relevant considerations for those teaching the course.

scholarly journals Reaping the Rewards of Functional Diversity in Healthcare Teams: Why Team Processes Improve Performance

2018 ◽  
Vol 43 (3) ◽  
pp. 440-474 ◽  
Author(s):  
Anya Johnson ◽  
Helena Nguyen ◽  
Markus Groth ◽  
Les White
Keyword(s):  
Conflict Management ◽  
Role Conflict ◽  
Functional Diversity ◽  
Team Performance ◽  
Interpersonal Conflict ◽  
Relative Importance ◽  
Team Process ◽  
Team Processes ◽  
Healthcare Teams ◽  
Functionally Diverse

Functional diversity in healthcare teams—where members from different healthcare professions work together—is often advocated as the key to achieving quality patient outcomes. However, although functionally diverse teams promise much, they do not always deliver on that promise. Based on the informational diversity perspective, we argue that functional diversity increases role conflict and is an important factor that can help to explain why functional diversity does not always lead to effective team performance. We also argue that team processes play an important role in moderating the effect of functional diversity on role conflict and that depending on how functionally diverse healthcare teams are, certain team processes are more important than others for reducing role conflict thereby leading to improved team performance. We contrast two specific team processes (interpersonal conflict management and back up and helping) and argue for their relative importance depending on the level of functional diversity in healthcare teams. Data from 75 hospital teams support our differential predictions that interpersonal conflict management is a particularly important team process for reducing role conflict and improving team performance for teams with high functional diversity, whereas for teams with low functional diversity, back up and helping is a more important team process. These results have important implications for the management of functionally diverse healthcare teams. By identifying the relative importance of team processes, these results provide evidence for investing in team processes that enable healthcare teams to reap the rewards of functional diversity.

UP-C Session 7: Problem Solving and Conflict Management

2017 ◽  
pp. 293-308
Author(s):  
Jill Ehrenreich-May ◽  
Sarah M. Kennedy ◽  
Jamie A. Sherman ◽  
Emily L. Bilek ◽  
Brian A. Buzzella ◽  
...  
Keyword(s):  
Problem Solving ◽  
Conflict Management ◽  
Multiple Solutions ◽  
Interpersonal Conflict ◽  
Problem Solving Skills ◽  
Thinking Strategies ◽  
Flexible Thinking ◽  
To Come ◽  
High Degree

Chapter 17 teaches “Problem Solving,” a strategy for generating and evaluating multiple solutions to a problem. Problem Solving skills can help children to manage situations where they feel “stuck” or unable to come to a good solution initially. This is an extension of “flexible thinking,” as children are encouraged to use their powers of observation and flexible thinking strategies to generate possible actions that they can take in difficult circumstances. These strategies are applied to emotional situations, including those in which there is a high degree of interpersonal conflict. The parent session continues to promote the goal of flexible thinking. Parents learn the steps of Problem Solving and how to support their child in using them.

scholarly journals The relationship between interpersonal conflict and workplace bullying

2015 ◽  
Vol 30 (3) ◽  
pp. 250-263 ◽  
Author(s):  
Jose M. Leon-Perez ◽  
Francisco J. Medina ◽  
Alicia Arenas ◽  
Lourdes Munduate
Keyword(s):  
Conflict Management ◽  
Workplace Bullying ◽  
Interpersonal Conflict ◽  
Management Strategies ◽  
Relationship Conflict ◽  
Survey Study ◽  
Future Research ◽  
Content Type ◽  
Conflict Process ◽  
The Relationship

Purpose – The purpose of this paper is to examine the role that conflict management styles play in the relationship between interpersonal conflict and workplace bullying. Design/methodology/approach – A survey study was conducted among 761 employees from different organizations in Spain. Findings – Results suggest that an escalation of the conflict process from task related to relationship conflict may explain bullying situations to some extent. Regarding conflict management, attempts to actively manage conflict through problem solving may prevent it escalating to higher emotional levels (relationship conflict) and bullying situations; in contrast, other conflict management strategies seem to foster conflict escalation. Research limitations/implications – The correlational design makes the conclusions on causality questionable, and future research should examine the dynamic conflict process in more detail. On the other hand, to the authors’ knowledge, this is the first study empirically differentiating interpersonal conflict and workplace bullying. Originality/value – This study explores how conflict management can prevent conflict escalating into workplace bullying, which has important implications for occupational health practitioners and managers.

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