By William F. Eadie, Paul E. Nelson
This quantity is predicated on a chain of lectures titled "The Language of clash and get to the bottom of" held weekly on the Smithsonian's campus in Washington, D.C. The lectures' intend used to be to collect the major conversation students whose paintings concerned clash thought and perform, and produce their study into the general public mild.
Contributors: William F. Eadie, Paul E. Nelson, Linda L. Putnam, William A. Donohue, Judy C. Pearson, Mitchell R. Hammer, Tricia S. Jones, and Donald G. Ellis
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Extra resources for The Language of Conflict and Resolution
To review: Establishing power and solidarity in negotiation is reflected in the classic distributive-integrative distinction. Distributive contexts exhibit frequent attempts to establish a position of dominance in the negotiation (Donohue, 1981a, 1981b; Putnam & Jones, 1982; Putnam & Poole, 1987; Walton & McKersie, 1965). On the Resolving Relational Paradox 25 other hand, integrative strategies emphasizing joint gains send messages of solidarity. Pruitt's (1981) list of integrative strategies involves either helping one another overcome the costs that each might incur from some jointly selected outcome or building a third alternative outcome that bridges both individual goals.
In this mode, parties assume low levels of mutual trust and cooperation while trying to dominate one another. To make progress toward agreement, however, parties must make a transition, or even periodic transitions, away from this distributive relational form and toward a more integrative form that requires at least some trust, minimal levels of cooperation, and power sharing. In other words, they must either change their relational definitions frequently or maintain a paradoxical relationship that involves holding both a cooperative and competitive orientation simultaneously.
Thus, the microprocesses of interaction merge with interpretations to show how conflicts are named and labeled, blamed, and explained. That is, the role of communication centers on the way interaction, meanings, and context alter the nature of an unfolding and continuing dispute. 20 LANGUAGE OF CONFLICT AND RESOLUTION Throughout history, theorists have wrestled with the role that conflict plays in organizational behavior. Scholars typically have advocated approaches clouded by one end of the continuum—conflict is either functional or dysfunctional, formal or informal, rational or nonrational.
The Language of Conflict and Resolution by William F. Eadie, Paul E. Nelson