Organizational Communication and Conflict Management Systems

Aula, Pekka; Siira, Kalle

doi:10.1515/nor-2017-0125

Cited by 21 publications

(19 citation statements)

References 30 publications

(53 reference statements)

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“…They are integrative and distributive negotiation models concentrating on labour negotiations, mediation competency model concentrating on third party interventions and dual concern model concentrating on individual and informal conflict management in organizations (Aula et Siira, 2010).…”

Section: A Model Of Conflict Managementmentioning

confidence: 99%

“…According to Johnson and Johnson (1982), constructive conflicts make one understand the problem better, encourages change (Aula et Siira, 2010), motivates, makes life more interesting, reduces irritations on someone, strengthens and deepens the relationships, stimulates creativity, and increases the team cohesiveness. According to , change is inspired by conflict (Davis, 1977) and conflict is the catalyst for change.…”

Section: Review the Impactmentioning

confidence: 99%

“…Current view of conflict is, conflict is inevitable in projects and organizations Aswathappa, 1996;Ohlendorf, 2001;Hudson et al, 2005;Ng et al, 2007;Aula et Siira, 2010). According to Appelbaum et al, (1999), Conflict involves struggle over claims such as resources, opinions, beliefs, status, desires, priorities, preferences and power.…”

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confidence: 99%

“…They are also known as substantive conflicts . Where as, affective conflicts deal with differences in individuals and personalities and not on the issue (Pierce et al, 2007;Aula et Siira, 2010). has categorized conflicts as functional conflicts and dysfunctional conflicts (Aswathappa, 1996).…”

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confidence: 99%

“…There has been a phenomenal increase in the interest on conflict resolution in current days (Aula et Siira, 2010) because of the increase in tensions among interpersonal, intergroup, inter-organization, and inter cultural (Banner, 1995). Conflict management is a new entrant in the discipline of project management .…”

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confidence: 99%

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A Review of Conflict Management Techniques in Projects

Sudhakar

2015

Braz. J. of Operations & Production Manag.

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This paper aims to find the mostly occurring reasons for conflicts in projects and mostly used techniques to resolve the conflicts. It is/was proposed a model of conflict management for projects. Total a hundred five reasons for conflicts in projects are identified from secondary research. From that top-10 reasons for conflicts in projects are founds based on number of references in the literature. Abstract management literature. Hence, this paper is a contribution in that direction describing a conceptual model of conflict management, conflict lifecycle, conflict management process, different reasons for conflicts in projects, frequently used conflict resolution techniques in projects and implementing the solution in projects. The different reasons for conflicts in projects are identified using the collected literature based on each reason and its frequency of occurrence in gathered literature. Similar technique is used to find the frequently used conflict resolution techniques in projects. These details are tabulated in [Table 1-Table 4]. They are arranged in the decreasing order of occurrence in the literature.

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Section: A Model Of Conflict Managementmentioning

confidence: 99%

Section: Review the Impactmentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

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A Review of Conflict Management Techniques in Projects

Sudhakar

2015

Braz. J. of Operations & Production Manag.

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Conflict, Organizational

Jameson¹

2017

The International Encyclopedia of Organizational Communication

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Conflict is a natural and often necessary part of organizational communication. The topic has attracted a number of scholars from different theoretical perspectives. Traditional communication scholarship examines the antecedents, features, and consequences of constructive and destructive conflict. Research from cultural interpretive and critical orientations examines organizational discourse and narratives, and explores how communication constructs conflict, relationships, and organizations. Organizational conflict scholarship explores the complexity of overlapping relationships among individual, group, and organizational levels of analysis and investigates how conflict is experienced; it also examines conflict's role in reifying power relationships, resistance, and organizational transformation.

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Negotiation and Bargaining

Keough

2017

The International Encyclopedia of Organizational Communication

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Negotiation is inherently a communicative activity. Negotiators share information, make arguments, and advocate for their interests as they work through disagreements over terms for settlements. Communicatively competent negotiators are skilled in argumentation, listening, questioning, emotion management, facework, and framing/reframing. Conflict is inevitable in organizations because of competing interests. As organizations become flatter and decentralized, people need negotiation skills so they may participate meaningfully in managing conflicts without resorting to institutional or managerial intervention. Approaches to bargaining communication include models that highlight specific aspects of traditional communication models, examine the effects of communication on settlements, and treat negotiations as a constitutive element of organizational reality. An emerging area of research examines how people negotiate via email, instant messages, texts, and videoconferences.

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Organizational Communication and Conflict Management Systems

Cited by 21 publications

References 30 publications

A Review of Conflict Management Techniques in Projects

A Review of Conflict Management Techniques in Projects

Conflict, Organizational

Negotiation and Bargaining

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