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journal article Managing Conflict: Third-Party Interventions for Managers [and Executive Commentary]The Academy of Management Executive (1993-2005) Vol. 16, No. 1, Theme: Focusing on the Positive and Avoiding the Negative (Feb., 2002) , pp. 139-155 (17 pages) Published By: Academy of Management https://www.jstor.org/stable/4165820 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $29.00 - Download now and later Abstract Managers are frequently called upon to intervene as third parties in organizational conflicts within their work units but often feel ill at ease and poorly equipped to do so. The purpose of this article is to provide answers to some common questions managers have concerning such third-party interventions. The article begins by presenting a conceptual framework. It indicates the steps for the manager to follow in making the relevant decisions concerning intervention and outlines different approaches for third-party intervention. It identifies the key variables to consider for each step of the decision process concerning intervention and presents guidelines for making the relevant choices. It suggests helpful ways of intervening in order to help the parties deal with their own conflict and describes a variety of pitfalls that the manager must beware of when making third-party interventions. The article identifies some of the competencies managers need when intervening as third parties. It concludes by indicating under what conditions the manager is not the appropriate person to intervene and suggests ways of making use of an independent resource person. Journal Information Effective with the February, 2006 issue the Academy of Management Executive has changed its name to the Academy of Management Perspectives. The overall goal of the Academy of Management journals is to serve the interests of the Academy's members, and the specific goal of the new Academy of Management Perspectives (AMP) is to publish accessible articles about important issues concerning management and business. AMP articles are aimed at the non-specialist academic reader, and should also be useful for teaching. Serving both these goals more effectively requires a change in strategy and direction for the journal. Going forward, Perspectives will concentrate on two types of articles aimed at this thought leader audience. The first are accessible surveys and reviews of contemporary knowledge about management and business issues. The goal would be to make information about empirical research in management accessible to the non-expert, including students, and the focus of the reviews would have to be on the phenomena of business and management, not the development of the academic literature. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. What is a conflict resolution system?A Conflict Management System is a system within an organisation for the prevention of escalation of conflicts and the handling and resolution of conflicts. Note that the goal is not to prevent conflict altogether – it would be damaging to try to suppress it.
What is the best reason a fast paced organization may agree to a conflict resolution process?What is the best reason a fast-paced organization may agree to a conflict resolution process? The conflict has escalated to the point where it is now considered "worth the time" to participate in the process.
Which of the following can help generate buy into conflict resolution process?Which of the following describes one way a mediator can create buy-in to a resolution process? Correct Answer: Creating a sense of investment in the outcome.
What is considered to be the foundation of conflict prevention?Communication. Effective communication skills are the foundation of conflict resolution (and every healthy relationship). Not only does clear and proper communication help resolve personal and professional problems, but it can also prevent similar situations from happening in the future.
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Which conflict resolution process might an intervener suggest based on the workplace culture
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