Constructive Management and Resolution of Conflict

Ensari, Nurcan; Camden-Anders, Sherry; Schlaerth, Andrea

doi:10.1016/b978-0-12-397045-9.00217-2

Cited by 3 publications

(3 citation statements)

References 40 publications

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“…Schoen et al (2024) have also expanded upon the TCDM by incorporating ways creative personalities in teams impact the team conflict profile and subsequent team outcomes. Thus, it is important to also take into consideration numerous factors that can impact team performance, which can be related to psychological safety, in addition to a team's creative personalities and openness to experiences, such as voice disparity (Brykman & O'Neill, 2021), team learning activities (Kostopoulos & Bozionelos, 2011), and team diversity (Ensari et al, 2015).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

An exploration of psychological safety and conflict in first‐year engineering student teams

Huerta,

Sajadi,

Schibelius

et al. 2024

J of Engineering Edu

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BackgroundDeveloping teamwork skills is a central objective of engineering education. Psychological safety and conflict management are pivotal components of teamwork, yet despite their significance, research in engineering project‐based learning (PBL) contexts is scant. Understanding students' experiences with psychological safety and its interaction with conflict is crucial to inform PBL pedagogy.PurposeThis study delves into first‐year engineering students' experiences of psychological safety and conflict, including their evolution in a PBL course.MethodsThroughout the semester, we collected data from 82 students via written reflections and focus groups. Employing a thematic analysis underpinned by the team conflict dynamics model, we characterized students' experiences with psychological safety and conflict.FindingsAt the semester's outset, psychological safety was notably lacking. Students often hesitated to share ideas due to apprehensions about peer reactions and fears of negative judgments. As the semester advanced, consistent positive affirmations nurtured psychological safety, increasing students' confidence and readiness to discuss ideas openly and engage in healthy task conflict. Notably, process conflicts arising from absenteeism, poor communication, and procrastination were prevalent across teams. When unresolved, these conflicts eroded psychological safety, intensifying stress, exacerbating frustrations, and provoking relationship conflict.ConclusionsOur study underscores the intertwined nature of psychological safety and conflict in shaping the first‐year design experience in student teams. We urge faculty to recognize their pivotal role in fostering an inclusive culture and highlight pedagogical strategies that can bolster psychological safety at the onset, encourage healthy task conflict, and monitor unhealthy process and relationship conflicts.

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Section: Theoretical Frameworkmentioning

confidence: 99%

An exploration of psychological safety and conflict in first‐year engineering student teams

Huerta,

Sajadi,

Schibelius

et al. 2024

J of Engineering Edu

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“…As social conflict is expected to discharge at rapid quantities during a financial crisis, its effective management will be crucial. Conflict management refers to practices that companies use to intervene in social conflict (Ensari, Camden‐Anders, & Schlaerth, ). The literature on conflict management to date recommends two main mechanisms for dealing with social conflict—reactive versus proactive.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Social media conflicts during the financial crisis: Managerial implications for retail banks

Dineva

Breitsohl

2019

Strategic Change

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Social media can be used proactively to disseminate accurate corporate information and address undesirable consumer behaviors online in order to help counteract negativity in the business environment in the wake of a financial crisis. Social media thus has become a popular open forum for financial institutions such as retail banks to engage in corporate dialogue with consumers. We recommend that financial services firms preemptively use their social media-based online communities in order to disseminate accurate corporate information in times of a financial crisis. Particularly, firms can choose between a range of reactive and proactive strategies to manage social conflict in the wake of a financial crisis. JEL classification code: M31.

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“…The conflict should not be perceived as a definitely destructive phenomenon and should not be assessed in the same definite way, since it also contains potential positive opportunities. The value of conflicts is that it is an incentive for change, it is a challenge that requires immediate management decisions [7].…”

Section: Introductionmentioning

confidence: 99%

Directions of strategic conflict management that contribute to increasing the economic efficiency of enterprises

Butkova,

Reva,

Kuz'menko

et al. 2023

E3S Web Conf.

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The article explores the areas of strategic conflict management that contribute to improving the efficiency of enterprises operating in the agro-industrial complex. There have been used methods of cognition during the study: analysis, synthesis, concretization and abstraction, classification, grouping, and others. There have been given some definitions of the terms based on the study: strategy, conflict and its elements. There have been studied the stages of conflict development at the enterprise and the main causes of the conflicts. We have compared the approaches to conflicts in the organization, developed a matrix of risks that affect the economic efficiency of the enterprise and selected the main types of interpersonal conflicts at the enterprises for the study. During the study, a direct relationship has been revealed between the frequency of occurrence of conflict situations and the economic efficiency of the enterprise, as a result of which styles of behavior have been developed for the management personnel of economic entities in case of conflict situations. The study has allowed to identify the following problems in conflict management at pilot enterprises: an increase in the number of conflicts between departments; the cause of conflicts is often connected with the shift in areas of responsibility in the performance of duties; ignoring the psychological incompatibility of employees when hiring; selection of compromise or adaptive resolution options. To eliminate the identified problems, the directions of strategic conflict management for pilot enterprises were outlined: the formation of a checklist for diagnosing conflicts; development of a conflict management matrix; use of all styles of behavior in conflict situations; timely response to the emerging conflict situation.

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Constructive Management and Resolution of Conflict

Cited by 3 publications

References 40 publications

An exploration of psychological safety and conflict in first‐year engineering student teams

An exploration of psychological safety and conflict in first‐year engineering student teams

Social media conflicts during the financial crisis: Managerial implications for retail banks

Directions of strategic conflict management that contribute to increasing the economic efficiency of enterprises

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