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 54 筆
... Issue < . < vi 1 Carsten K. W. De Dreu 9 2 Conflict within Interdependence : Its Value for Productivity and Individuality 223 38 3 Dean Tjosvold The Effectiveness of Mixing Problem Solving and Forcing Evert Van de Vliert , Aukje Nauta ...
... problem solving rather than contending , he shows how conflict management is contingent upon the type of conflict issue . Cognitive conflict involving dis- putes over scarce resources , over procedures or policies or over opinions ...
... Problem solving : Parties seek to integrate their own and the other's interests to achieve mutually satisfying outcomes . Pruitt and Carnevale ( 1993 ) discuss a variety of problem solving behaviours in the context of negotiation and ...
... Problem solving 1. Managers ad interim ( N = 55 ) 1.30 5.06b 1.69a 5.06h 2. Project managers ( N = 127 ) 2.53 " 3.096 2.90ab 3.51b 3. Persons in work teams ( N = 86 ) 1.69a 2.52b 1.81b 4.03 Note : Within each row , means not sharing a ...
... issues , and implicating the self reduces the cog- nitive resources that are needed to engage in constructive forms of conflict management such as problem solving . Affective issues may produce less con- structive interaction than cognitive ...
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 |