How do neighbors reconcile their differences in mediated agreements? Based on a content analysis of agreements from a mediation project in housing associations, our study outlines the characteristics of mediated agreements in conflicts between neighbors in rented apartments. This study demonstrates how neighbors pursue neutral coexistence by taking steps to regulate their future behavior and communication and to manage future conflicts. We suggest that the agreements can be labeled interaction agreements and that these are conceptually different from other types of agreements. Our analysis also points to the inherent risk of mediation contributing to an individualization of structural and collective problems.
Many managers experience dealing with conflicts as a challenging and demanding part of their job (Hansen et al., 2015). In this chapter we combine the judicial framework for handling work-related conflicts and sensemaking theory to discuss relevant demands, constraints and choices managers must balance when facing conflict situations. We find that the judicial framework contains many principles and regulations, yet less practical information or guidelines on conflict resolution, and while important, we find the formal judicial frameworks insufficient as a basis for understanding and developing managers’ maneuvering room in conflict situations. This chapter contributes to increased insights by combining legal frameworks with literature on sensemaking and managerial discretion. We include leaders’ interpretations and perceptions of conflict situations and possible actions available to address such situations. Furthermore, this chapter contributes to deepening leaders’ and HR-workers’ knowledge and hence broadening their repertoire of measures for applying managerial discretion when handling work-related conflicts. We provide a list of seven principles to guide leaders in work-related conflicts and point out practical implications.
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