Organizational conflict management systems

2017 ◽  
pp. 153-163
Author(s):  
Alexia Georgakopoulos ◽  
Harold Coleman Jr. ◽  
Rebecca Storrow
Keyword(s):  
Conflict Management ◽  
Management Systems ◽  
Organizational Conflict

scholarly journals Organizational Communication and Conflict Management Systems

2010 ◽  
Vol 31 (1) ◽  
pp. 125-141 ◽  
Author(s):  
Pekka Aula ◽  
Kalle Siira
Keyword(s):  
Conflict Management ◽  
Organizational Communication ◽  
Social Complexity ◽  
Theoretical Perspective ◽  
Management Systems ◽  
Dual Function ◽  
Organizational Conflict ◽  
The Novel ◽  
Management Perspective ◽  
Mechanistic View

Abstract The purpose of the present article is to examine the prevailing model of systematic organizational conflict management from an organizational communicative perspective and to suggest directions for improvement. Particularly the model of conflict management system (CMS) is examined at the macro-level from the novel theoretical perspective of social complexity augmented with an interpretive view of organizational communication. Specifically two models – the dual function of communication and the arena model – are utilized to illustrate weaknesses and points of development in traditional CMS thinking. CMS was found to represent a rather limited vision of contemporary conflict management. It is rooted in a mechanistic view of organizational communication, which, we assert, is problematic from the organizational conflict management perspective, both theoretically and practically. The differences between CMS and social complexity approaches are identified, and a fresh framework for strategic conflict management is introduced.

scholarly journals Co-creating Positive Working Environments: a meta mediation perspective

2015 ◽  
Vol 2 (2) ◽  
pp. 298-307
Keyword(s):  
Conflict Management ◽  
Organizational Performance ◽  
Work Environment ◽  
Working Environment ◽  
Self Determination ◽  
Management Systems ◽  
Working Relationships ◽  
Ethical Considerations ◽  
Working Environments

This article is a practitioner reflection on taking a meta mediation perspective on working with two organizations in co-creating a positive and constructive working environment. This perspective is grounded in the theoretical framework of strategic conflict management systems. The approach taken is to consider a specific process for engaging with organizations by looking at the two case study organizations – one small and growing, the other medium-sized and resource-constrained. The reflection first considers the antecedents for both organizations in engaging in this way. It then sets out the process for whole organization engagement through dialogue. The outcomes for each organization are then shared. The conclusion reached is that both organizations benefited from the engagement in terms of improvements in work environment, working relationships, conflict competence and organizational performance. Some of the ethical considerations for mediators working with organizations in this way are reflected on including neutrality and impartiality, confidentiality and self determination.

Do conflict management systems matter?

2012 ◽  
Vol 51 (2) ◽  
pp. 231-258 ◽  
Author(s):  
William Roche ◽  
Paul Teague
Keyword(s):  
Conflict Management ◽  
Management Systems

Indigenous African Conflict Management Schemes: Analyses and References

2001 ◽  
Vol 32 (1) ◽  
pp. 1-26
Author(s):  
Ben K. Fred-Mensah
Keyword(s):  
Conflict Management ◽  
Management Systems ◽  
Government Officials ◽  
Management Schemes

The objective of this study is to present notes and references on the indigenous African conflict management systems. I am convinced that the understanding of the indigenous conflict management systems in Africa in general may go a long way to improving our knowledge and strategies in addressing the region's current ubiquitous and proliferative conflicts. Thus the notes and references provided in this study will be of immense value to scholars, government officials, and development experts with an interest in the study and practice of conflict management in Africa.

Communication infrastructure for concurrent engineering

1995 ◽  
Vol 9 (4) ◽  
pp. 283-297 ◽  
Author(s):  
Daniel R. Kuokka ◽  
Larry T. Harada
Keyword(s):  
Conflict Management ◽  
Concurrent Engineering ◽  
Management Systems ◽  
Engineering Project ◽  
Communication Infrastructure ◽  
Complex Products ◽  
Knowledge Based ◽  
Management Approaches ◽  
Flexible Infrastructure ◽  
Design Conflicts

AbstractIntegrating multiple engineering perspectives is critical to designing ever more complex products, but this introduces great potential for miscommunication leading to design conflicts. The SHADE (SHAred Dependency Engineering) project is defining agent infrastructure technology that supports dynamic, knowledge-based communication among heterogeneous engineering tools, collaboration systems, and conflict management systems. Building on technologies for defining a shared formal vocabulary and protocols for exchanging information, SHADE is developing facilitators that assist in locating and disseminating information. The result is a flexible infrastructure that helps existing engineering tools work together more effectively, and that supports a variety of new conflict management approaches. This article outlines the facilitation and application agents created by SHADE, and provides an in-depth example of their application to an engineering task.

Sign in / Sign up

Export Citation Format

Share Document