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The Conflict Over Conflict Management, David B. Lipsky, Ariel C. Avgar
The Conflict Over Conflict Management, David B. Lipsky, Ariel C. Avgar
David B Lipsky
[Excerpt] In this article we look at the traditional approach to workplace conflict, the evolution of conflict management, criticism of this process by progressive and traditional critics, and then consider whether they can be reconciled by taking what we call a strategic view of conflict management in the workplace. This view calls for an alignment between the goals of the conflict management system and the overarching nature of the organization in which that system is implemented. The management of conflict, according to this approach, should complement the organization’s strategic posture and existing structures. We maintain that the level of fit …
Power And Tactics In Bargaining, Samuel B. Bacharach, Edward J. Lawler
Power And Tactics In Bargaining, Samuel B. Bacharach, Edward J. Lawler
Edward J Lawler
This paper develops and tests an analytical framework for analyzing the selection of tactics in bargaining. Using a variant of power-dependence theory, the authors propose that bargainers will use different dimensions of dependence, such as the availability of alternative outcomes from other sources and the value of the outcomes at stake, to select among different tactics. To test this model, the authors conducted two simulation experiments that portrayed an employee-employer conflict over a pay raise, manipulating four dimensions of dependence: employee's outcome alternatives, employee's outcome value, employer's outcome alternatives, and employer's outcome value. Within this context, respondents estimated the likelihood …