Complaint Handling on the Shop Floor: Cooperative Relationships and Open‐minded Strategies

Tjosvold, Dean; Morishima, Motohiro; Belsheim, James A.

doi:10.1108/eb022818

Cited by 52 publications

(44 citation statements)

References 73 publications

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“…For example, management and union representatives with cooperative goals expressed their opposing views directly to each other, listened open-mindedly, conveyed an intent to work for mutual benefit, and combined their ideas. With this kind of discussion, they developed creative, quality solutions and used their resources efficiently Tjosvold, Morishima, & Belsheim, 1999). They resolved their grievances with positive feelings, satisfied both union and management, and improved procedures that would help them resolve future grievances.…”

Section: Managing Interest and Emotional Conflictmentioning

confidence: 93%

The conflict‐positive organization: it depends upon us

Tjosvold¹

2007

J Organ Behavior

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339

342

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SummaryAlthough still widely assumed to be disruptive, conflict, when managed appropriately, has been found to make teamwork within and between organizations effective. However, organizational members often have competitive relationships and orientations to dealing with conflict that lead to conflict avoidance and escalation, approaches that sabotage decision-making and relational bonds. Conflict researchers have contributed to the bad reputation of conflict by confounding conflict and competition and suggesting that the kind of conflict, rather than its management, determines its outcomes. Studies in the West and East indicate that by developing cooperative relationships and the skills to discuss diverse views open-mindedly, organizations can empower managers and employees to use conflict to probe problems, create innovative solutions, learn from their experience, and enliven their relationships.

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Section: Managing Interest and Emotional Conflictmentioning

confidence: 93%

The conflict‐positive organization: it depends upon us

Tjosvold¹

2007

J Organ Behavior

Self Cite

339

342

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“…A major trigger to such engagement is perceptions of goal cooperation rather than goal competition (Tjosvold et al, 1999). Goals are cooperative when the parties perceive that the achievement of each of their goals promotes the achievement of the other party's; they are competitive when the parties believe that the other's success will inhibit their own.…”

Section: Research On Complaint Interactionsmentioning

confidence: 99%

Principals' capability in challenging conversations: the case of parental complaints

Robinson

Fevre

2011

Journal of Educational Admin

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PurposePositively engaging parents who have concerns about their children's schooling is a key part of effective educational leadership. The purpose of this paper is to use empirical research on complaint interactions and interpersonal effectiveness to develop and trial an assessment of principals' interpersonal effectiveness in challenging conversations with parents. The paper presents descriptive data about principals' level of skill in one such type of conversation.Design/methodology/approachA complaint scenario was written and an actor trained to play the role of the parent during a videotaped conversation with each of 30 newly appointed principals. The tapes were transcribed and assessed on six dimensions of interpersonal effectiveness. A code book was written which included definitions of each dimension, a five‐step progression on each dimension, coding rules and examples. The actor also provided ratings of the effectiveness of each principal.FindingsThe findings indicated that the principals were, on average, more skilled in advocating their own position than in deeply inquiring into and checking their understanding of the views of the parent. Many had difficulty respectfully challenging the parent's assumptions about the situation and reaching a shared understanding of what to do next.Originality/valueThe paper provides rarely obtained behavioural data about the interpersonal skills of school leaders and provides a strongly grounded theoretical framework for analysing these skills. Detailed suggestions are made about how further research can contribute to both the evaluation and development of the interpersonal skills required to achieve positive outcomes from challenging conversations.

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“…It is also known as a competing, controlling, contending, win-lose, or zero-sum style (Rahim, 2001;Rahim et al, 2000). Studies that have extended the cooperativecompetitive conflict management typology to organizational settings (e.g., Kuhn & Poole, 2000;Tjosvold, 1999;Tjosvold et al, 2005;Tjosvold, Morishoma, & Belsheim, 1999) have demonstrated that conflict dynamics and team outcomes are greatly affected by whether team members emphasize a cooperative or a competitive conflict-management approach. According to Deutsch's (1973Deutsch's ( , 1980 theory of cooperation and competition, team members may choose to emphasize their common goals.…”

Section: Introductionmentioning

confidence: 99%

Team conflict management and team effectiveness: the effects of task interdependence and team identification

2008

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SummaryThe present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy-seven intact work teams from high-technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance.

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Complaint Handling on the Shop Floor: Cooperative Relationships and Open‐minded Strategies

Cited by 52 publications

References 73 publications

The conflict‐positive organization: it depends upon us

The conflict‐positive organization: it depends upon us

Principals' capability in challenging conversations: the case of parental complaints

Team conflict management and team effectiveness: the effects of task interdependence and team identification

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