Using Conflict in OrganizationsCarsten K W De Dreu, Evert Van de Vliert SAGE, 1997年5月9日 - 240 頁 Challenging the common belief that conflict in groups and organizations should be prevented or resolved to maintain or enhance performance, Using Conflict in Organizations offers an alternative perspective by presenting the increasing knowledge on how conflict can enhance individual achievement, the quality of group decision-making and productivity in organizations. Part One provides a general framework which links conflict management to performance and shows how this relationship can be understood. The second and third parts develop and illustrate this framework in a series of thematic chapters. Part Two focuses on performance following intragroup conflict, covering topical areas such as dissent, groupthink and strategic decision-making. Part Three deals with the performance-enhancing effect of intergroup conflict and competition, and addresses contemporary issues such as intergroup competition, collective negotiation and diversity management. The final section focuses on applications and intervention strategies that can stimulate conflict in ways that improve performance in groups and organizations. |
搜尋書籍內容
第 1 到 5 筆結果,共 60 筆
... CONFLICT AND PERFORMANCE 4 Mitigating Groupthink by Stimulating Constructive Conflict Marlene E. Turner and Anthony R. Pratkanis 5 Minority Dissent in Organizations Carsten K. W. De Dreu and Nanne K. De Vries 6 Affective and Cognitive ...
... Conflict : Insights from Social Cognition Robert A. Baron 177 13 Third Party Consultation as the Controlled Stimulation of Conflict Ronald J. Fisher 192 14 Enhancing Performance by Conflict - Stimulating Intervention Evert Van de Vliert ...
... conflict helpful ? To whom ? Why would the stimulation of conflict be ben- eficial to group performance ? How do organizations profit from conflict , and what should we do to make conflict productive ? What kind of conflict is helpful ...
... stimulating and pro- moting conflict . Departing from the accepted argument that for conflict to be productive , conflict management should be constructive and take the form of problem solving rather than contending , he shows how conflict ...
... conflict stimulation may have direct , indirect and conditional effects on performance . Van de Vliert offers four entry points for intervention , namely manipulating antecedent conditions , extending conflict issues , stimu- lating ...
內容
1 | |
9 | |
23 | |
38 | |
Part II WithinGroup Conflict and Performance | 53 |
Chapter 5 Minority Dissent in Organizations | 72 |
Increasing Performance Through ValueBased Intragroup Conflict | 87 |
Chapter 7 The Effects of Conflict on Strategic Decision Making Effectiveness and Organizational Performance | 101 |
Chapter 9 Good News About Competitive People | 129 |
Negotiation as Implicit Coordination | 147 |
Chapter 11 Constructive for Whom? The Fate of Diversity Disputes in Organizations | 161 |
Towards Applications | 177 |
Chapter 13 Third Party Consultation as the Controlled Stimulation of Conflict | 192 |
Chapter 14 Enhancing Performance by ConflictStimulating Intervention | 208 |
Subject Index | 223 |
Author Index | 227 |