Managing Conflict in Todays Organizations

Lippitt, Gordon L.

doi:10.1016/b978-0-12-054752-4.50038-5

Cited by 8 publications

(16 citation statements)

References 5 publications

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“…Certainly, this result offers some intriguing possibilities, suggesting that top management needs to make a careful assessment of the political environment of their organizations if they are to truly encourage innovation. These researchers tend to believe that the difficulty management faces in communicating dramatic, consequential change to middle level managers can, in fact, result in a misunderstanding of corporate values (Lippitt, 1982). This "misunderstanding" can result in the counter-intuitive responses found here.…”

Section: Discussionmentioning

confidence: 85%

Organizational Implications of Divestment: A Comparison of Innovative Practices in Crown and Private Corporations in Canada

Carter¹,

Pinto²,

Pinto³

1995

International Journal of Commerce and Management

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The move to divest many of the Crown corporations in Canada over the last seven years has had far‐reaching economic and social effects. Since divestment's inception, however, little research has attempted to examine some of the managerial and organizational implications of these policies; in effect, to determine whether or not divested (and other private) companies actually do operate in a more proactive and innovative manner than do Crown corporations. This article reports on a recent exploratory study that compared the processes by which new innovations are implemented in Canadian Crown and private corporations. It also assesses the impact of a number of external environmental factors on private firm and Crown operations. The results suggest that private firms do differ from Crown companies in that privatized organizations tend to show a greater willingness to take risks in developing new innovations and offer significantly greater rewards for innovative approaches and behaviors than do Crown corporations. Implications for encouraging future innovative behavior among both Crown and private firms are discussed.

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Section: Discussionmentioning

confidence: 85%

Organizational Implications of Divestment: A Comparison of Innovative Practices in Crown and Private Corporations in Canada

Carter¹,

Pinto²,

Pinto³

1995

International Journal of Commerce and Management

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“…This phenomenon can occur at any level of an organization, between individuals, departments, divisions, or management and union (Du Brin, 1985;Greenhalgh, 1987;Lippitt, 1982;Thomas, 1983). The present research focuses on one facet of organizational conflict, namely, interpersonal conflict between supervisors and subordinates.…”

mentioning

confidence: 99%

“…The present research focuses on one facet of organizational conflict, namely, interpersonal conflict between supervisors and subordinates. Supervisor-subordinate interpersonal conflict impacts on organizations (Lippitt, 1982), causing job dissatisfaction, lowered morale and cooperation, decreased productivity, increased suspicion, breakdowns in industrial relations (IR) procedures, victimization, unfair labour practices, labour unrest and physical violence (Lippitt, 1982;Malherbe, 1986;Sorcher & Spence, 1982). However, outcomes of interpersonal conflict are not necessarily destructive.…”

mentioning

confidence: 99%

“…Indeed, appropriate conflict management is now recognized as a potentially useful motivational tool (Jones & White, 1985). Effective supervision can promote positive outcomes of conflict such as alleviating boredom, stimulating new ideas, highlighting and solving problems, and improving productivity (Dessler, 1980;Howat & London, 1980;Lippitt, 1982;Nunns & Bluen, 1986;Thomas, 1983).…”

mentioning

confidence: 99%

“…Various authors erroneously suggest that all conflicts can be successfully resolved to everyone's satisfaction (see Lippitt, 1982;Phillips & Cheston, 1979). The inherent conflict of interests and values between labour and management (Bluen, 1986), and the environmental pressures brought to bear on the labour-management relationship (Bluen & Odesnik, 1988;Kochan, 1980), are factors that invalidate this position.…”

mentioning

confidence: 99%

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Behavioural Assessment of Interpersonal Conflict in Industry: Development of the Interpersonal Conflict Scale

Nunns

Bluen

King

1989

South African Journal of Psychology

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A two-factor approach toward the measurement of interpersonal conflict, incorporating dimensions of conflict resolution and conflict provocation, is proposed. The development of the Interpersonal Conflict Scale, a behaviourally based, self-or subordinate-rated measure of interpersonal conflict, is described. Factor analysis on a sample of 304 industrial supervisors yielded two subscales, a 10-item Resolution subscale and a 15-item Provocation subscale. Satisfactory internal and temporal consistency coefficients were recorded for the supervisor sample and two employee samples (N = 172 and 20). Also, the two conflict scales correlated significantly and in the predicted directions with measures of confrontational supervisory style, satisfaction with supervision, role conflict and quality of supervisor-subordinate role exchange. No significant correlations were found between either the Resolution and Provocation subscales and a measure of social desirability. Future implications for use of the scale are discussed.'n Tweefaktorbenadering tot die meting van interpersoonlike konflik, met insluiting van dimensies van konflikresolusie en konflikprovokasie, word aangebied. Die ontwikkeling van die Interpersoonlike Konflikskaal, 'n gedragsgebaseerde meting van interpersoonlike konflik volgens of eie of ondergeskikte beoordelings word beskryf. Faktorontleding op 'n steekproef van 304 toesighouers in die bedryf het twee subskale opgelewer, naamlik 'n 10 item-Resolusiesubskaal en 'n 15 item-Provokasiesubskaal. Bevredigende interne en toets-hertoets-betroubaarheidskoeffisiente is gevind t.o.v. die toesighouergroep en die twee werknemergroepe (N = 172 en 20). Verder het die twee konflikskale betekenisvol korreleer en wei in die voorspelde rigting met metings op konfronterende toesighouerstyl, tevredenheid met toesighouding, rolkonflik en die kwaliteit van toesighouer-ondergeskikte rolwisseling. Geen betekenisvolle korrelasie is tussen of die Resolusie-of die Provokasiesubskale en 'n meting van sosiale wenslikheid gevind nie. Implikasies vir die toekomstige gebruik van die skaal word bespreek.

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Counselors Teaching Peaceful Conflict Resolution

McFarland

1992

Jour of Counseling & Develop

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Conflict resolution theory suggests that the constructive, prosocial, integrative style is best for resolving interpersonal conflict, because it not only solves the problem but also enriches the interpersonal relationship. Effective interpersonal communication is the critical element of this integrative process. Counselors could prepare people to resolve interpersonal conflicts skillfully, effectively, and peacefully.

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Managing Conflict in Todays Organizations

Cited by 8 publications

References 5 publications

Organizational Implications of Divestment: A Comparison of Innovative Practices in Crown and Private Corporations in Canada

Organizational Implications of Divestment: A Comparison of Innovative Practices in Crown and Private Corporations in Canada

Behavioural Assessment of Interpersonal Conflict in Industry: Development of the Interpersonal Conflict Scale

Counselors Teaching Peaceful Conflict Resolution

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