Exploring the role of emotion in conflict transformation

Abstract

This study examines the idea that attention to emotion in conflict management leads to conflict transformation. An experimental design compared mediated and negotiated conflict simulations in which participants were primed to discuss emotions as they moved toward agreement. Participants in the mediation group reported increased positive affect, decreased negative affect, and improved perception of other following the simulation. The negotiation group reported decreased positive affect, increased negative affect, and no difference in perception of other, yet they reported increased satisfaction. Mediated agreements included reference to the ongoing relationship, whereas negotiated agreements included tit-for-tat arrangements. Implications for organizational conflict management are discussed.

Angry at your boss: Who cares? Anger recognition and mediation effectiveness

“…This does not only reduce parties' feelings of uncertainty (Bollen, Euwema, & Müller, 2010) and boosts their self-esteem, but also decreases the omnipresence of strong emotionssuch as anger-that tend to have a negative effect on cognitive reasoning and problem solving (Clore & Huntsinger, 2007). This enhances parties' responsiveness to the other party's situation and motivates them to reflect on the situation at hand and to search for a mutual acceptable solution (Elliott, Bohart, Watson, & Greenberg, 2011;Greenberg, Watson, Elliot, & Bohart, 2001;Jameson, Bodtker, Porch, & Jordan, 2009;Jameson et al, 2010). The experience of anger recognition may therefore contribute to the mediation process (e.g., constructive and less emotional communication between the parties) as well as its outcome (e.g., agreements that are more in line with underlying interests and concerns) resulting in perceptions of mediation effectiveness.…”

“…Long-term satisfying mediation agreement will only be reached when underlying issues have been adequately addressed (Jameson et al, 2009;Jones, 2001). If not, negative emotions will affect future relationships and parties' well-being in a negative way.…”

“…Many organizations have the (implicit) policy that employees should handle conflicts on their own rather than getting a third party involved (Jameson et al, 2009). A practical advice for organizations is to integrate mediation in their conflict management system and to start to educate employees in how to deal with conflicts in a constructive way.…”

Critical moments in police-citizen reconciliation

“…The importance of sharing and naming emotions in conflicts between people is confirmed 376 PIJPSM 38,2 in research and theories about third-party mediation, conflict transformation, transitional justice and reconciliation among children (e.g. Shapiro, 2002;Fisher and Sharp, 2004;Jameson et al, 2009;Brounéus, 2010;Verbeek and De Waal, 2001). Thus, by venting stress and negative emotions absent of physical aggression, the police expressed vulnerability.…”

Towards a motor conflicts transformation in Physical Education

“…Por este motivo, en el origen de cualquier conflicto se identifica una gestión inadecuada de las emociones (Pearce & Littlejohn, 1997). El conflicto aparece generalmente cuando emergen emociones negativas que las personas no son capaces de controlar o regular (Bell & Song, 2005;Desivilya & Yagil, 2005;Deutsch, Coleman, & Marcus, 2006;Jameson, Bodtker, Porch, & Jordan, 2009). …”