Emotion in Conflict Formation and Its Transformation: Application to Organizational Conflict Management

Abstract

A growing body of research suggests that conflict can be beneficial for groups and organizations (e.g., De Dren & Van De Vliert, 1997). This paper articulates the argument that to be in conflict is to be emotionally activated (Jones, 2000) and utilizes Galtung's (1996) triadic theory of conflict transformation to locate entry points for conflict generation. Application of these ideas is presented through exemplars that demonstrate the utility of addressing emotions directly in the management of organizational conflicts.

Gender and age differences in conflict management within small businessess

“…These environments, according to Havenga (2005) are closely knit and have an impact on the behaviour of individuals that may differ from that in larger organisations. Recent research has focused on conflict of interests and objectives (Vilaseca, 2002); team building and conflict management techniques (Filbeck & Smith, 1997); influences of work/family conflict on job satisfaction and quitting intentions among business owners (Boles, 1996); the phenomenon of substantive conflict in small family firms (Davis Personality characteristics, interpersonal needs, individual behaviour (Lotriet, Crafford & Visser, 2001), organisational status (Brewer et al, 2002), emotions (Bodtker &Jameson, 2001), power, rewards, beliefs andbasic values (Weider-Hatfield &Hatfield, 1995;Slabbert 2002) also influence the choice of conflict-handling styles applied.…”

Influence of Personal and Task Interdependence on Task Conflict and Team Effectiveness

“…It is commonly believed that an individual's characteristics during task performance is influenced by factors such as team conflict norms, individual characteristics, work structure, team characteristics, task characteristics and the interaction among these input characteristics. The conceptual framework of these parameters will greatly influence each other, as previously reported by Yang and Mossholder (2004), Ashkanasy and Daus (2002), Bodtker and Jameson (2001), which suggest the connection between work place conflict and emotions.…”

Analyzing the Multiple Dimensions of Negotiation Processes

“…Activation indicates commitment or engagement (Bodtker and Jameson 2001). Hence, activation can be expected to co-vary with competitive or distributive behaviors (Barsade 2002) because more activated emotions are noticed more quickly and eas-ily (Maitlis and Ozcelik 2004), and may thus increase when something needs to be resolved.…”