Team conflict research, taken as a whole, has produced some conflicting results, especially regarding task conflict, which has demonstrated substantial heterogeneity across situations and an overall near-zero effect. Accordingly, several groups of scholars have called for new ways to study conflict. In this dissertation, I extend past conflict asymmetry research, which has considered only agreement between two parties, by investigating whether the two parties’ conflict inferences of each other are accurate. To do so, I draw from the Truth and Bias model of judgment to understand the biases and inaccuracies associated with conflict inferences. Further, I incorporate the partner’s conflict communication and the actor’s perspective taking as moderators to shed light on the contingencies of accurate conflict perceptions. To highlight the bottom-line implications of achieving accuracy, I use polynomial regression and link various aspects of accuracy to important dyadic outcomes. To test my dissertation model, I collected data from ongoing student project teams using a time-lagged round-robin design. Results from the social relations modeling indicate that dyadic conflict inferences are inaccurate, being characterized by a negative directional bias, a significantly stronger bias force than the truth force, and low levels of actual similarity. Further, moderation analysis identifies the partner’s suppressive conflict communication as a contingency factor that can weaken the truth force, suggesting that more open communication can help dyad members achieve accuracy. Exploratory analysis also shows that perspective taking can strengthen the bias force. Further emphasizing the importance of accuracy, the polynomial regression results indicate that conflict inference accuracy (versus inaccuracy) is associated with higher levels of attributional confidence and problem-solving behaviors. Moreover, the level of accuracy in task conflict perceptions has an inverse U-shape relationship with problem-solving behaviors, whereas higher levels of accuracy in both task and relationship conflict perceptions are associated with lower levels of relationship satisfaction. Supporting the benefit of positive illusions, under-perception (versus over-perception) is related to higher levels of attributional confidence and relational satisfaction. In contrast to the importance of achieving accuracy (versus inaccuracy), agreement (versus disagreement) is not associated with positive outcomes. Supplementary analysis indicates that these dyadic outcomes, when aggregated to the team level, are strongly associated with team satisfaction and effectiveness. Overall, this research suggests that focusing solely on the team level risks overlooking the existence and the various sources of inaccuracy in dyadic conflict perceptions. Further, the accuracy of the dyad partners’ conflict inferences of each other plays an important role in shaping their subsequent interactions. To the extent that conflict is a relational, multilevel phenomenon, dyadic conflict inferences should become an integral part of scholarly understanding of conflict; this perspective holds promise for not only accounting for the conflicting results in the conflict literature, but also informing managerial practices that are conducive to effective conflict management in the workplace.

This study is based on interviews conducted with twenty-two musician-activists in the Pacific Northwest region of the United States in 2009 to explore perspectives about the role of music in community engagement with the aim of considering how music might be used in the field of conflict resolution. The study followed the qualitative approach of constructivist grounded theory as designed by Charmaz (2000, 2002). Two themes, "Music for Self," and "Music for Society" emerged from interviews and comprise the internal and external meanings of music to the research informants. The results of the study indicate that the relationships people have with music make it a potentially powerful tool in conflict situations within the realms of both conflict resolution and conflict transformation. More extensive research exploring these benefits is recommended.

The managers of professional performing arts organisations are faced with a unique dilemma. They must support their artistic personnel, who are typically driven by the quest for new, challenging and experimental works, while achieving the economic success necessary for the continued viability of their organisations. Failing to effectively manage this artistic-economic dichotomy can result in a conflict between artists and managers that threatens the long-term survival of these organisations. There is a clear need, therefore, for arts managers to foster an organisational climate that minimises conflict, while promoting organisational citizenship behaviours (OCBs) such as sportsmanship (a willingness to tolerate less than ideal circumstances without complaining) and courtesy (a willingness to show sensitivity towards others and actively avoid creating problems for co-workers). The main aim of the present study was to examine the extent to which factors such as organisational structure, organisational culture and employees’ motivational orientation influence people’s perceptions of their job scope (as indicated by high levels of task variety, task identity, task significance, autonomy and feedback from the job), a construct which has been found to reduce organisational conflict and increase employees’ propensity to display OCBs. While these relationships have been suggested in previous research, they have not been tested in a performing arts industry context. The data analysed in the present study suggested an enjoyment motivational orientation, a challenge motivational orientation, an organic culture and formalisation positively influenced perceptions of job scope, which, in turn, positively influenced both OCBs (sportsmanship and courtesy). A challenge orientation also had a positive impact on sportsmanship, while sportsmanship positively and directly influenced courtesy. Centralisation was negatively related to perceived job scope and sportsmanship, although it had a positive impact on courtesy. Conflict was negatively influenced by formalisation and by an organic culture, but was positively influenced by a hierarchal culture.

This is an exploration of process-oriented dialogue and how it is applied in group work and conflict facilitation. It encompasses a range of group-work applications, beginning with an investigation of useful approaches in bringing opposing parties together in dialogue situations. From there it unfolds the ways in which dialogue, in the midst of conflict, contributes to greater understanding of others' positions, and the creation of community spirit. A number of dynamics inherent in conflicting situations are explored, including the belief systems and dynamics present which deter parties from coming together to dialogue after conflict, whether interventions can help shift the attitudes of conflicting parties, whether discussion of the conflict can be useful, and the role of the facilitator. Models of conflict resolution, community building, and dialogue are introduced, and the Process Work model of group work is explored. Various case studies are described, along with surveys from two groups. The findings are analysed in the light of different paradigms and the application of process-oriented ideologies and methods and their effectiveness are critiqued / Doctor of Philosophy (PhD)

This thesis investigated the management of conflict between reality and suggestion during hypnosis. The eight experiments conducted for this thesis investigated the social, motivational, and cognitive factors that mediate participants? response to conflict during a negative visual hallucination. Chapter 1 reviews the relevant literature and presents the rationale for the program of research. Chapter 2 presents Experiments 1 and 2, which explored hypnotic participants? capacity to manage conflict under different conditions. The findings indicated that cognitive and behavioural strategies that allow participants to avoid conflict are useful, but not essential, in managing hypnotic conflict. Chapter 3 presents Experiment 3, which developed a paradigm that allowed conflict to be manipulated in a way that minimised response cues. The findings indicated that gradually and unobtrusively modifying a stimulus influenced participants? responses even though participants did not indicate any knowledge that the stimulus was manipulated. Chapter 4 presents Experiment 4, which investigated the relevance of hypnotisability and hypnosis to conflict management. The findings indicated that hypnosis provides a context in which hypnotisable participants are able to maintain their belief despite demanding levels of conflict. Chapter 5 presents Experiments 5 and 6, which focused on the role of social demands in participants? response to hypnotic conflict. The findings indicated that demand characteristics shape participants? interpretation of the appropriate response to conflict during an hypnotic suggestion. Chapter 6 presents Experiments 7 and 8, which addressed the relevance of cognitive processes to hypnotic conflict management. The findings indicated that participants used cognitive strategies to manage conflict that were appropriate to the suggestion, degree of conflict, and their individual abilities. Overall, the findings indicated that hypnotic participants? management of conflict involves motivated, strategic responding so as to maintain a belief that events are as communicated by the hypnotist. These issues are discussed within a theoretical perspective that is presented in Chapter 7. This perspective emphasises the hypnotisability of participants, the role of hypnotic induction, participants? interpretation of the desired response, the belief that participants develop in the reality of the suggested events, and the readiness of participants to employ conflict management strategies that produce the appropriate outcome.

全球化的風潮於2000年代形成主流，各國貿易上的比較優勢，已不能保障企業的基業長青，能整合全球資源的企業才能維持長久的競爭力。隨著經濟活動全球化的趨勢明顯，知識經濟急速發展，產業環境遽變，許多企業運用購併策略爭取時效，迅速地進入市場，快速達成企業成長目標。企業購併的類型中，以合資模式的管理規劃最複雜，整合難度也最高。由於合資本身並不能立即為公司帶來具體效益，往往入股後之整合才是創造合資價值的開始。近年台灣地區醫療市場快速成長，吸引國內外業者紛紛搶進台灣市場，但自全民健保總額給付制度實施以來，健保支付點值逐年下降，影響業者營運收入，因而許多企業進入台灣醫療市場後，為快速取得市場，追求規模經濟，選擇與台灣當地企業合作的合資模式。而企業之合資成功與否，除了合資前策略之評估，入股後的整合管理更是合資成敗的關鍵所在。 由於近年來，不論國內或國外業者合資頻繁，而入股後失敗的機率居高不下，本研究嘗試藉由血液透析之國際合資個案，深入探討入股後面臨的管理問題，試圖提供業界在合資管理上的參考資料。基於上述研究目的，本研究擬探討下列問題，以提高整合績效降低入股後失敗的風險: 一、 入股後發生何種衝突問題？造成原因為何？可採用那些有效整合方法? 二、 如何採取整合行動，以促進入股後綜效之發揮？執行步驟為何? 國際企業合資之合作模式，常因合夥人背景與文化特質，使合資關係缺乏合作的互信基礎，和欠缺對經營管理的價值認同。在缺乏互信和價值認同的合資關係下，共同經營管理合資企業時，尤其對非主導性之業務，對其投機行為之管理成本必然很高，並產生許多管理上的衝突。本研究發現在合資管理上之衝突類型有二:其一為影響營運成效的衝突;其二為影響組織效率的衝突。 國際合資模式對選擇合資夥伴需具備策略性的考量及評估，事前於合資契約中明確議訂合資經營模式、董事會結構、及管理架構，在合資的管理機制上，由雙方母公司組成的董事會，扮演監督的角色鮮明，有助於衝突管理及合資綜效之發揮。此外，針對入股後合資管理如何訂立整合行動之執行步驟，以提升入股後管理績效，提供下列幾點建議: 1. 由董事會訂立合資存續期間競業禁止之懲罰性條款。 2. 由決策核心主導資訊分享平台以建立互信。 3. 依合資雙方特質慎選具整合能力之指派經理人。 4. 設立專責單位負責文化整合。 5. 依事中管理達成之共識，擬訂內部執行準則，隨時更新，並列入新進主管受訓項目，以降低合資管理之學習成本。 6. 母公司安排子公司經理人定期受訓，傳達經營策略及企業文化。 針對因欠缺互信及價值認知差異造成的管理問題，建議在合資管理的整合行動，由最高管理層級主導建立互信的任務，同時需慎選合資企業指派之經理人，扮演溝通協調及推展整合行動的角色，尤其著力於專案執行文化的融合，發展整合後自有之企業文化，以尋求在合資關係中建立互信、在內部管理中減少歧見，在共識的基礎上發揮合資之綜效。 / The comparative advantage of international trading no longer guarantees the everlasting foundation of entrepreneur in the wake of the mainstay of globalization trend established in the 2000s. Key to remain perpetual competitive advantage relies on the corporate capability to integrate global resource. As the trend of globalized economic activities gets obvious, along with rapid development of intellectual economy and dramatic change of industrial environment, acquisition and merge strategy becomes the solution for many entrepreneurs to trade in for timing, enter market and rapidly attain growth target. The administrative planning of joint venture is regarded as the most complicate and difficult integration among all kinds of acquisition and merge. Post-investment integration often triggers the value of joint venture, which can not immediately bring in concrete benefit for the company by itself. The rapid growth of medical market in Taiwan in recent years has wooed the participation of domestic and foreign businesses for Taiwanese market. Since the implementation of global budget reimbursement system by Bureau of National Health Insurance, the business revenue is badly affected by year-by-year reduction of disbursing value. As a result, many businesses choose to join venture with local Taiwanese businesses after entering medical market to rapidly grow its share and reach economic scale. The key to the success of joint venture business depends on post-investment integrated administration in addition to its pre-investment strategic evaluation. Since the odds of post-investment failure case is outrageously high among all joint ventures domestically and abroad in recent years, the study explores in depth administrative issues that occur after investment made and endeavors to offer business players a reference of joint venture administration through the international joint-venture case of blood dialysis. Based on above purpose, this study proposes to tackle following issues and reduce the risk of joint-venture failure by improved integrated performance: 1. What kind of conflict is found after investment and its cause? What are effective integrated approaches available? 2. How shall we take integrated action to promote post-investment combined effectiveness? And what are step-by-step procedures? Different backgrounds and cultural characters of business partners in the cooperation of international business joint ventures undermine their relationship by the lack of mutual trust in cooperation as well as recognized value of business management. The conflict of administration is often observed among partners of joint venture business in short of mutual trust and recognized value, especially in the non-predominant sectors where the management cost of speculative behavior is inevitably high. Two kinds of conflict in joint-venture management: the first is the conflict affecting operational performance, and the second is the one affecting organizational efficiency. Partners-to-be for international joint-venture business are required to have strategic thinking and evaluation. A prior contract definitely defining the method of joint-venture operation, structure for board of directors and managerial infrastructure, and in terms of management mechanism, the well-defined role of supervision by board of directors established by parent companies helps prevent conflicted management and create combined effectiveness. In addition, following suggestions are provided to enhance post-investment management performance with regard to how a step-by-step procedure for integrated action is formed by joint-venture management team: 1. A punitive clause formulated by board of directors to forbid intra-competition during official period of joint venture. 2. An information-sharing platform established by top brass to build up mutual trust. 3. Assign managers with integrated capability based on the characteristics of both parties. 4. Establish an ad-hoc team responsible for cultural integration. 5. Based on consensus reached by in-task management, develop internal executing standards to be updated frequently and listed as training subject for newly-hired managers to reduce learning cost of joint-venture management. 6. Parent company offers periodical training for managers from subsidiary company to cascade operational strategy and corporate culture. In terms of management issues occurred by lack of mutual trust as well as gap of recognized value, the integrated action from join-venture management team is suggested to kick off building of mutual trust by the top management level, and discreetly assign managers to joint-venture business for the effective role of internal communication and promoting integration, especially taking on the fusion of project execution culture, and developing an unique corporate culture post integration, to build up mutual trust in joint-venture relation, minimize disagreement within internal management, and attain combined effectiveness of joint venture through consensus.

本研究旨在探討地政人員與民眾互動的過程中產生衝突情形時，應實施衝突管理，以減少衝突負面影響，及發揮正面影響。研究並提供其他地政事務所作為參考。 本研究以新北市新莊地政事務所為個案，採質性研究，利用文獻分析法及深度訪談法，透過立意抽樣方式，選擇具有相當地政工作經歷之各階層地政人員為研究對象進行研究。參閱相關文獻及蒐集民眾陳情案件，以依法行政、專業知能及服務品質三大構面，分析面對不同的衝突情形，應實施何種衝突管理的方式，並以衝突管理模式評估實施衝突管理成效。歸納與分析研究的結果，本研究提出法令規定、制度與專業技術層面相關建議。 / The purpose of this research is to explore the conflict interaction between the street-level bureauacy of the land administration office and the public,and how to implement conflict management to reduce the negative effects,and get the positive.This research also provide other land administration offices. This research is based on Xinzhuang Land Administration Office in New Taipei City Government as the case.Qualitative research was adopted and literature review and in-depth interview,purposive sampling method are utilized.Personnel of various levels who have considerable experience in land administration work in practice are selected for the study.Thouth the literature and the case of public petition, we construct three main dimensions:「rule by law」,「professional knowledge」,「quality of service」,to analyze under what conditions.That different kind of conflict management should be implemented.We also use conflict management model to assess its effectiveness.Finally,we propose several suggestions from the regulation, institutional,and professional and technical level.

<p>Den här uppsatsen handlar om organisationsteorier, konflikthantering och kommunikation, i syfte på att upprätthålla så bra miljö som möjligt i organisationen. Under studiens gång kommer vi att fokusera på personalen vid psykiatriska kliniken och kommer i samband med detta att utesluta patienternas yttranden. Trots att vi kommer att avstå från att ta initiativ kring patienternas uttalanden, kommer vi genom personalens yttranden få en inblick i de anställdas och patienternas välmående på verksamheten. Uppsatsen kommer att omfatta sex respondenters intervjusamtal, vilka kommer att framläggas under presentationen av materialet.</p><p>    Tack vare de intervjuer som vi har genomfört tillsammans med de anställda vid de olika avdelningarna på psykiatriska kliniken, har vi på ett indirekt sätt kunnat måla upp en bild av hur patienter påverkas av personalens välmående på jobbet.</p><p>Via dessa ovannämnda intervjuer och annat litteraturmässigt material, har vi kunnat komma med förslag till hur man genom aktiviteter och terapeutiska metoder skall kunna frambringa bättre relationer och genom dessa skapa bra social miljö för både personal och patienter. </p><p>    Kvalitativ metodgranskning och hermeneutik har här varit de principiella förhållningssätten inför dessa iakttagelser av att finna lämpligt material. Det vi under undersökningens gång kommit fram till är bland annat att kommunikation och olika terapeutiska samtalsmetoder är ett redskap för personalen och dess utveckling i arbetet inom vården.</p> / <p>This paper deals with organizational theories, conflict management and communication, in order to maintain the best environment as possible in the organization. During the study we will focus on the staff of the psychiatric clinic and in this context to exclude patients' opinions. Although we will refrain from taking the initiative on patients' statements, we will by staff opinions get an insight into the employees' and patients' well-being in the business. The essay will include six professionals respondent interviews, which will be presented during the presentation of the material.</p><p>    Thanks to the interviews we have conducted together with the staff of the various departments at psychiatric clinic, we have in an indirect way could paint a picture of how patients are affected by the staff well-being at work.</p><p>Through the above-mentioned interviews and other literature in terms of materials, we have been able to come up with proposals for how the activities and therapeutic methods to produce better relationships and through them to create good social environment for both staff and patients.</p><p>    Qualitative examination method and hermeneutics have been the basic approaches here to these observation by finding appropriate materials. The course of the investigation we concluded that include communication therapy sessions and various methods are a tool for staff and their development in the work of care.</p>

<p>This study identifies the competencies needed by a multi-cultural project manager, and investigates a potential link between conflict management styles and national culture. It takes as its base the assumption that cultural differences are demonstrated during conflict, and may in fact be the cause of the conflict. As a result, the manager of a multi-cultural project team must be able to manage conflict constructively in order to realise the full potential of the team.</p><p>The research begins by reviewing literature on project management, national culture, and conflict. A survey was performed on over 60 individuals from various cultural backgrounds, to analyse patterns in their methods of handling conflict. The study shows that there is in fact a link between different cultures and different management styles.</p>

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