Designing systems for resolving disputes in organizations.

Brett, Jeanne M.; Goldberg, Stephen B.; Ury, William

doi:10.1037/0003-066x.45.2.162

Cited by 53 publications

(36 citation statements)

References 24 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…To avoid this and to attain maximum benefits from the resolution procedure, we must understand the impact of the process on the outcomes and educate the participants so they can use the system effectively. As noted by Brett et al (1990), this includes providing them with the necessary negotiating skills, resources, and motivation. It should also include an understanding of how the system works.…”

Section: Discussionmentioning

confidence: 97%

“…Conflict resolution systems are evaluated in terms of the degree to which they maximize the positive effects of conflict and minimize its negative effects (Brett, Goldberg, & Ury, 1990;Kochan, 1980;Sheppard, 1984;Thomas, 1976). However, the evaluation of effectiveness in conflict systems is not a simple matter because of the multiple criteria that can be used to assess it (Lissak & Sheppard, 1983;Sheppard, 1984).…”

Section: Methodsmentioning

confidence: 98%

See 1 more Smart Citation

Deriving benefits from conflict resolution: A macrojustice assessment

Todor

Owen

1991

Employ Respons Rights J

View full text Add to dashboard Cite

Effective conflict resolution procedures serve to minimize dysfunctional effects of conflict and maximize functional effects. In the literature on conflict resolution procedures, the effectiveness of procedures has been evaluated primarily from the perspective of the individual. This article suggests that a system-level analysis of the pattern of outcomes resulting from different conflict resolution procedures is a necessary component in formulating a comprehensive framework for the design and evaluation of conflict resolution systems in organizations. The analytic questions addressed by this study concernassociations between resolution procedures and outcome patterns in a system created specifically for conflict resolution within organizations: the grievance system. The pattern of outcomes was found to vary with the conflict resolution procedure. It is suggested that this has important implications for effective conflict resolution systems.

show abstract

Section: Discussionmentioning

confidence: 97%

Section: Methodsmentioning

confidence: 98%

Deriving benefits from conflict resolution: A macrojustice assessment

Todor

Owen

1991

Employ Respons Rights J

View full text Add to dashboard Cite

show abstract

“…Within this context, negotiation skills training for all employees to help them identify integrative solutions would be useful (Brett, Goldberg, & Ury, 1990), given the prevalence of conflict and the impossibility of predicting who may need to voice. However, if resources are limited, training could be targeted toward at-risk employees, using upward feedback to identify departments with reputedly adverse working conditions or difficult managers to help resolve complaints early.…”

Section: Hearing Aids: How To Avoid the Deaf-ear Syndromementioning

confidence: 99%

When Organizational Voice Systems Fail

Harlos

2001

The Journal of Applied Behavioral Science

128

View full text Add to dashboard Cite

Recently, organizations have been introducing greater types and numbers of systems for employees to voice their complaints. Yet academic and popular accounts indicate that some voice systems are causing what they are intended to prevent, exacerbating employees' perceptions of unfairness and discontent. Analysis of interview data from an inductive study of employees' experiences of workplace injustice provides strong evidence of the deaf-ear syndrome (organizational failures to respond to employees' complaints) and frustration effects (the pattern of increased dissatisfaction when people voice). Informal systems, namely, open-door policies, were particularly susceptible to failure. Drawing on organizational justice theory and industrial relations research, these results are explained, and additional avenues for research and theory development are acknowledged. Implications for individuals and organizations also are discussed.The word there was that even though you were told that the door is open, God help you if you walked through it.-Joanne, counselor, nonprofit agency Increasingly, organizations are introducing systems for employees to express their suggestions, complaints, or concerns, particularly in nonunion workplaces (Feuille &

show abstract

“…These benefits include high levels of participant satisfaction, timely resolution, high compliance rates, and reduced costs for parties in the dispute (Brett, Barsness, & Goldberg, 1996;Brett, Goldberg, & Ury, 1990). To a large degree, these outcomes stem from the voluntary nature of the mediation process.…”

Section: Mediation In Organizationsmentioning

confidence: 99%

Mediator Insight: Disputants' Perceptions of Third Parties' Knowledge and Its Effect on Mediated Negotiation

Arnold

2000

International Journal of Conflict Management

View full text Add to dashboard Cite

This study examined the influence of mediator insight on disputants' perceptions and behaviors in negotiation. Participants played the role of student employee representatives and bargained with student management representatives over a number of issues. During the course of the negotiation, a mediator made recommendations as to how the conflict should be resolved. The experiment varied (1) the amount of information disputants believed mediators possessed about their interests and needs and(2) mediator recommendations (e.g., integrative, compromise, non/ integrative). The results indicated that perceived insight (i.e., the level of information about the conflict) had strong effects on disputants' perceptions of mediator credibility. Perceptions of mediator credibility, in turn, were found to influence disputants' general perceptions of the mediator (e.g., acceptability, confidence, satisfaction) and perceptions of the mediator's recommendations.

show abstract

Designing systems for resolving disputes in organizations.

Cited by 53 publications

References 24 publications

Deriving benefits from conflict resolution: A macrojustice assessment

Deriving benefits from conflict resolution: A macrojustice assessment

When Organizational Voice Systems Fail

Mediator Insight: Disputants' Perceptions of Third Parties' Knowledge and Its Effect on Mediated Negotiation

Contact Info

Product

Resources

About