Relevant bibliographies by topics / Interpersonal conflict

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Interpersonal conflict'

Author: Grafiati
Published: 4 June 2021
Last updated: 29 July 2024

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Journal articles on the topic "Interpersonal conflict"

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Koreneva, Vera Viktorovna, Igor' Vital'evich Gudovskii, Anastasiya Viktorovna Smirnova, Tat'yana Grigor'evna Dulinets, and Viktoriya Vladimirovna Gusarenko. "Prevention of interpersonal conflicts in the workforce." Конфликтология / nota bene, no. 2 (February 2024): 92–111. http://dx.doi.org/10.7256/2454-0617.2024.2.70670.

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The subject of the study is measures to prevent conflicts in the workforce. Business leaders do not always try to resolve interpersonal conflict at an early stage of development, using methods that will prevent the escalation of the conflict and which would help to find an effective way out of a difficult situation. Many managers do not pay due attention to this aspect, do not have a psychologist, a conflict analyst, or do not invite them to organize and conduct trainings, effective programs for the prevention of interpersonal conflicts. Thus, managers miss the opportunity to resolve contradictions in a timely manner or direct the conflict in a constructive direction. Many managers do not consider it important and meaningful to introduce psychological programs and recommendations for conflict prevention and resolution into the work of employees. In this regard, the purpose of this study is to analyze the theoretical foundations of the prevention of interpersonal conflicts in labor collectives and to develop a program for the prevention of interpersonal conflicts in the labor space. The following methods were used in this work: generalization, theoretical analysis. We interviewed the staff of the chamber choir using the author's questionnaire "Conflicts in the team", leading strategies of behavior in a conflict situation according to the method of K. Thomas (adaptation by N.V. Grishina). An author's questionnaire was developed to assess the effectiveness of the conducted interpersonal conflict prevention program. We have developed and tested a program for the prevention of interpersonal conflicts in the workforce. 13 members of the chamber choir participated in the program. The very implementation of the program involved three meetings. Day 1 – work with the cognitive sphere, awareness and understanding of what conflict is, what causes conflict. Day 2 – work with the emotional sphere, through familiarization of employees with exercises, techniques, means and methods of conflict prevention. Day 3 – working with the behavioral sphere – understanding and awareness of which behavioral forms contribute to conflict prevention. The data obtained generally indicate the effectiveness of the conducted prevention program to prevent interpersonal conflicts for the majority of employees.
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Pades Jiménez, Antonia. "Conflicto interpersonal. Reflexiones sobre su manejo." Revista ROL de Enfermería 45, no. 10 (October 2022): 598–602. http://dx.doi.org/10.55298/rol2022.4554.

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Introducción El conflicto es una parte de la vida cotidiana y de la vida académica y laboral. Está omnipresente y evitarlo lo único que conlleva es a incrementar el problema. En este texto reflexivo se repasa el concepto de conflicto, foco y fuente del mismo y estrategias generales para su manejo. Las habilidades sociales y emocionales serán la clave del éxito para las relaciones interpersonales y gestión emocional. Palabras clave: conflicto, manejo, asertividad, emociones Abstract Conflict is a part of everyday life and of academic and work life. It is omnipresent and avoiding it only leads to an increase in the problem. This reflective text reviews the concept of conflict, its focus and source, and general strategies for managing it. Social and emotional skills will be the key to success for interpersonal relationships and emotional management. Keywords: conflict, management, assertiveness, emotions.
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Lizha Khusmah Sakha Wijaya, Endin Jorgy, and Moh Daniyal Latif. "Manajemen Konflik Interpersonal (Studi Kasus pada CV Cyber Karya Nusantara Surabaya)." Jurnal Nusa Manajemen 1, no. 1 (March 7, 2024): 175–87. http://dx.doi.org/10.62237/jnm.v1i1.50.

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Interpersonal conflict is something that cannot be avoided in organizations, one of which is at CV Cyber Karya Nusantara Surabaya. The aim of this research is to find out a picture of interpersonal conflict management at CV Cyber Karya Nusantara Surabaya. Descriptive qualitative methods were used in this research with data collection techniques obtained from interviews and observations. The results of this research indicate that interpersonal conflict at CV Cyber Karya Nusantara Surabaya is caused by the lack of effective communication between team members and the ongoing organizational transformation. The conflict resolution or conflict management used is to use accommodation, integration and avoidance styles. The accommodation and integration style is used by the chairman or superior to resolve interpersonal conflicts experienced by employees, while the avoidance style is used by employees who experience interpersonal conflicts at CV Cyber Karya Nusantara Surabaya.
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De Carvalho Vieira, Judson, Leonardo Nelmi Trevisan, and Elza Fátima Rosa Veloso. "MORAL HARASSMENT IN THE BRAZILIAN BANKING SECTOR AS AN AGGRAVATION OF INTERPERSONAL CONFLICT." Journal on Innovation and Sustainability RISUS 12, no. 4 (December 23, 2021): 99–114. http://dx.doi.org/10.23925/2179-3565.2021v12i4p99-114.

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Currently, the management of retail banking organizations and the praxis of the banking sector as a whole favor the occurrence of interpersonal conflicts and their evolution into moral harassment. This research aimed to show that moral harassment can arise from interpersonal conflicts that are poorly managed by banking organizations. To this end, we conducted a multicase study using completed court cases that proved the occurrence of moral harassment and organizational moral harassment. We grounded our research in the concepts of interpersonal conflict, moral harassment, and organizational moral harassment. Through the analysis of pre-established assumptions, the results of the research pointed out the following: interpersonal conflict is a phenomenon inherent to human nature; the organizational environment facilitates the occurrence of disagreements between individuals or groups; interpersonal conflict is a possibility of social interaction, whose effects can impact people and organizations; organizations must identify the occurrences of interpersonal conflicts and evaluate the relevance or not of acting on them; the way organizations act on interpersonal conflicts determines the effects resulting from these situations on the organization itself and on the individuals and/or groups involved; and that moral harassment is a specific type of interpersonal conflict, which arises from the worsening of divergence situations among individuals or groups, causing negative effects both for those involved in these situations and for the organization in which they operate.
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Sudharma, Kadek Januarsa Adi, and Putri Ekaresty Haes. "Causes of interpersonal conflict and biparti institution contribution in handling conflict towards tourism industry." International research journal of management, IT and social sciences 7, no. 6 (October 28, 2020): 86–95. http://dx.doi.org/10.21744/irjmis.v7n6.1018.

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This article contains the results of interpersonal interactions that occur in the tourism industry. This research is a qualitative study using three data collection techniques, namely observation, interviews, and documentation. The following data retrieval results produce the final results about the causes of interpersonal conflict in the tourism industry, namely (1) differences in the meaning of information to cause discrepancies in the work done, (2) the influence of priorities from tourists. This personal characteristic is caused by the self-concept formed in a person, (3) Unresolved old conflicts so that a compilation of new interpersonal conflicts occurs, old conflicts also contribute. (4) Interpersonal conflict also arises because the leadership style that is applied so that it causes discomfort in work which in the end the work productivity does not decrease.
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MYKYTIUK, Vlada, Kseniia KOVTUNENKO, and Oksana KOVALYK. "Minimization of cross-cultural and interpersonal conflicts between tourists and the representatives of the tourism operator." Economics. Finances. Law, no. 6/1 (June 26, 2020): 25–27. http://dx.doi.org/10.37634/efp.2020.6(1).5.

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The paper is devoted to the study of the main methods and measures for minimizing cross-cultural and interpersonal conflicts as a means of conflict management in the tourism sector are explored. The purpose of the paper is to identify the features of minimizing cross-cultural and interpersonal conflicts through effective management and recommended methods of resolution. The paper examines the conflict of tourism between tourists and representatives of the tourist enterprise. Methods for overcoming cross-cultural and interpersonal conflicts of a tourist enterprise have been developed. The essence of conflict management is to form effective measures to avoid conflicts among tourism staff and tourists. The problems of overcoming conflicts in the tourism sector are now very acute. In this regard, it is necessary to constantly improve the system of staff training, increase the level of competence. The focus should be on the end result and therefore guidance is provided. It is also proposed to improve the preparation of transfer guides to resolve interpersonal conflicts between tourists. Introduction of business games and trainings for the development of staff competence and conflict prevention.
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Dhami, Mandeep K., and Henrik Olsson. "Evolution of the interpersonal conflict paradigm." Judgment and Decision Making 3, no. 7 (October 2008): 547–69. http://dx.doi.org/10.1017/s1930297500000802.

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AbstractUsing Brunswik’s (1952) lens model framework, Hammond (1965) proposed interpersonal conflict theory to explain the nature, source, and resolution of disagreement or “cognitive conflict” between parties performing judgment tasks. An early review by Brehmer (1976) highlighted the potential of this approach in, for example, understanding the structure of cognitive conflicts, and the effect of task and person variables on judgment policy change and conflict resolution. However, our bibliographic and content reviews from 1976 to the present day demonstrate that research on cognitive conflict using the lens model has declined sharply, while research on “task conflict” has grown dramatically. There has also been a shift to less theoretical precision and methodological rigor. We discuss possible reasons for these developments, and suggest ways in which lens model research on cognitive conflict can be revitalized by borrowing from recent theoretical and methodological advances in the field of judgment and decision making.
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Ivanova, S., and A. Khlopkov. "Reasons for the Formation of Interview Conflicts in Educational Organization." Bulletin of Science and Practice 7, no. 8 (August 15, 2021): 325–28. http://dx.doi.org/10.33619/2414-2948/69/37.

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In this article we will consider the problems of the occurrence of interpersonal conflicts in an educational organization, the subjects and objects of interpersonal conflict, and also features of interpersonal conflicts in educational organizations.
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Karna, Wioleta, Ireneusz Stefaniuk, and MohammadBagher Jafari. "Strategies for Managing Interpersonal Conflicts in Multicultural Teams." KMAN Counseling and Psychology Nexus 2, no. 1 (2024): 84–90. http://dx.doi.org/10.61838/kman.psychnexus.2.1.13.

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Multicultural teams are becoming increasingly common in globalized work environments, bringing diverse perspectives that can foster innovation but also lead to complex interpersonal conflicts. The objective of this study was to explore effective strategies for managing these conflicts, with an emphasis on understanding the impact of communication styles, cultural norms, and conflict management strategies on team cohesion and performance. This qualitative study employed semi-structured interviews to collect data from 16 participants with diverse cultural backgrounds, who have experience in multicultural teams. Data analysis was conducted using NVivo software, focusing on thematic coding to achieve theoretical saturation. The interviews explored participants’ experiences and strategies related to conflict in multicultural settings. Three main themes were identified: Communication Styles, Cultural Norms and Values, and Conflict Management Strategies. Communication Styles included subcategories such as Language Barriers, Modes of Communication, Cultural Interpretations of Politeness, Conflict Escalation, and Resolution Techniques. Cultural Norms and Values encompassed Power Distance, Individualism vs. Collectivism, Uncertainty Avoidance, Long- vs. Short-Term Orientation, and Time Orientation. Conflict Management Strategies featured the Role of Cultural Mediators, Adaptive Leadership, Preventive Measures, Feedback Systems, and Reconciliation Processes. Effective management of interpersonal conflicts within multicultural teams requires a nuanced understanding of diverse communication styles, cultural norms, and proactive conflict resolution strategies. Tailored approaches that consider these elements can significantly enhance team dynamics and organizational productivity. Leaders and organizations are encouraged to implement adaptive leadership and cultural competency training to navigate and resolve conflicts effectively.
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Safianov, Vladimir, Irina Sokolovskaya, Olga Shcherbakova, Vitalij Belobragin, and Roman Tkach. "Ethical and psychological features of conflict prevention in interpersonal communication contacts." E3S Web of Conferences 291 (2021): 05021. http://dx.doi.org/10.1051/e3sconf/202129105021.

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It is difficult to overestimate the significance of conflict in business and personal contacts in all spheres of human existence. The ability to communicate without conflicts is quite highly regarded, and conflicting people always and everywhere cause negative impressions. As Descartes taught, before you talk about anything, you need to agree on terms. If we talk about interpersonal conflicts, it should be noted that conflicts grow out of contradictions and opposites, but they cannot be equated. The conflict situation is a pre-conflict phase. Conflicts are more terrible and more harmful than contradictions and conflict situations, as there is already a mutual infringement of the dignity of the parties to a conflict. Conflicts are always problems, tragedies, tears; it is an “evil foreign body” that interferes with healthy communication. That’s why conflicts must be fought, that is why conflicts must be prevented. Conflicts, like diseases, are easier to prevent than to cure and resolve later. Given the foregoing, the problem of finding the most effective technologies for preventing interpersonal conflicts, conflict situations, and contradictions, as they say, means a lot, especially as it concerns conflicts in business and social organizations.
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Dissertations / Theses on the topic "Interpersonal conflict"

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Thybault, John Frederick. "Equipping Christians for interpersonal conflict management." Theological Research Exchange Network (TREN), 2005. http://www.tren.com.

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Yan, King-sun. "A consultancy report on the organization conflict and suggest ways for conflict resolution by management of organizational change of a German buying office in Hong Kong /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19909226.

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Sauders, Jodi. "Interpersonal conflict within the context of the organization." Morgantown, W. Va. : [West Virginia University Libraries], 2002. http://etd.wvu.edu/templates/showETD.cfm?recnum=2448.

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Rodriguez, Justin J. "How Skills Learned During Childhood Play Can Improve Interpersonal Conflict Resolution." Scholarship @ Claremont, 2019. https://scholarship.claremont.edu/cmc_theses/2268.

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This thesis investigates how the behaviors and skills learned during childhood play are conducive towards successful conflict resolution in adulthood. From reviewing the literature, it is clear that pretend play, social play, and games help the socio-cognitive development of a child. Through these types of play, children learn how to become better at taking another person’s perspective, effectively communicate, and regulate their socio- emotional behavior. Additionally, recognizing that negotiation seems to be the most mature way to handle conflict, I argue that children learn to navigate opposition through engaging in their own peer to peer conflicts during play. As a result, using their practiced perspective-taking, communication, and socio-emotional skills learned from play, they improve in their conflict management. Although there has not been substantial studies connecting play and conflict resolution, it is clear that the skills learned during play are associated with constructive resolution–-which as adults, is usually negotiation. Nonetheless, there needs to be more research done on how engaging in conflict and having these broad behaviors and attributes are more directly related to successful conflict management.
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Lavoie, Kim Louise. "Women, anger, and cardiovascular reactivity to interpersonal conflict." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ40184.pdf.

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Taylor, Erin Powell. "The possibility of interagent conflict." Diss., Restricted to subscribing institutions, 2008. http://proquest.umi.com/pqdweb?did=1610483231&sid=1&Fmt=2&clientId=1564&RQT=309&VName=PQD.

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Song, Wen. "Conflict-solving orientation and goal management: Effectiveness of opening messages in interpersonal conflict." The Ohio State University, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=osu1420717364.

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Bellerose, Jeannette. "Maintaining interpersonal harmony in the context of intergroup conflict." Thesis, McGill University, 1986. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=72828.

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Mole, Graham William. "Managers in conflict : a longitudinal study of manager behaviour in interpersonal conflicts at work." Thesis, Birkbeck (University of London), 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.271146.

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Zinkin, Mary H. "A Study of Ability to Choose Appropriate Conflict Behavior Determined by the Relationship Between Locus of Control and Conflict Behavior Styles." PDXScholar, 1987. https://pdxscholar.library.pdx.edu/open_access_etds/335.

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Two major theoretical controversies were addressed in this study: (1) whether conflict behavior can best be explained by personal characteristics or by situational characteristics and (2) whether there is one best way to handle conflict or several effective ways depending on the situation. Specifically, it explored the relationship between locus of control (internal, powerful others, chance) and conflict behavior (nonconfrontation, solution-orientation, control) in situations where choosing each of these strategies was regarded most appropriate. The study gathered data relevant to four questions: (1) Is there a relationship between an individual's conflict behavior style and personal characteristics such as feelings of power and control? (2) If there is a relationship, does it affect one's choice of conflict behavior in particular situations? (3) Can situations be defined so that a particular conflict behavior could be considered effective and therefore most appropriate? (4) Are all individuals equally disposed to choose the effective conflict behavior in the situation? Characteristics were defined by this researcher forming the basis for regarding choice of a particular conflict strategy as most appropriate in the situation. Conflict situations incorporating those characteristics were then developed and pretested for use in administering the Organizational Communication Conflict Instrument (OCCI) (Putnam & Wilson, 1982). Four conflict situations were used. Levenson's I, P, and C Locus of Control Scale (1973) and Putnam & Wilson's OCCI (1982) were administered to 163 undergraduates at Portland State University. Females comprised 63% of the sample, males--37%. Results of canonical correlations indicated that "powerful others" locus of control orientation was related to choice of nonconfrontation conflict behavior. Multivariate analysis of variance results indicated that the situation, sex, and locus of control variables account significantly for differences in choice of conflict behavior. The Newman-Keuls procedure revealed an unexpected outcome; all subjects reflected a significant tendency to choose the appropriate behavior in the situation. The findings of this study suggest that conflict behavior can be explained by both personal characteristics and situational characteristics. The study also provides evidence that there is not one best way to handle conflict across all situations, supporting a contingency approach to interpersonal conflict.
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Books on the topic "Interpersonal conflict"

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Hocker, Joyce L. Interpersonal conflict. 2nd ed. Dubuque, Iowa: Wm. C. Brown, 1985.

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Wilmot, William W. Interpersonal conflict. 5th ed. Boston, Mass: McGraw-Hill, 1998.

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Weixel Dixon, Karen. Interpersonal Conflict. Abingdon, Oxon; New York, NY: Routledge, 2017.: Routledge, 2016. http://dx.doi.org/10.4324/9781315626437.

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W, Wilmot William, ed. Interpersonal conflict. 3rd ed. Dubuque, IA: Wm. C. Brown, 1991.

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L, Hocker Joyce, ed. Interpersonal conflict. 8th ed. San Francisco: McGraw-Hill, 2011.

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Wilmot, William W. Interpersonal conflict. 8th ed. New York: McGraw-Hill, 2011.

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Wilmot, William W. Interpersonal conflict. 8th ed. San Francisco: McGraw-Hill, 2011.

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Wilmot, William W. Interpersonal conflict. 8th ed. New York: McGraw-Hill, 2011.

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Wilmot, William W. Interpersonal conflict. 8th ed. San Francisco: McGraw-Hill, 2011.

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Hocker, Joyce L. Interpersonal conflict. 4th ed. Madison, Wisconsin: W. C. Brown, 1995.

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Book chapters on the topic "Interpersonal conflict"

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Boltz, Marie, Holly Rau, Paula Williams, Holly Rau, Paula Williams, Jane Upton, Jos A. Bosch, et al. "Interpersonal Conflict." In Encyclopedia of Behavioral Medicine, 1106. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4419-1005-9_100919.

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Taillard, Michael, and Holly Giscoppa. "Interpersonal Conflict." In Psychology and Modern Warfare, 57–72. New York: Palgrave Macmillan US, 2013. http://dx.doi.org/10.1057/9781137347329_6.

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Solomon, Denise, and Jennifer Theiss. "Interpersonal Conflict." In Interpersonal Communication, 414–47. 2nd ed. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781351174381-17.

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Garden, Annamaria. "Interpersonal conflict." In How to Resolve Conflict in Organizations, 79–97. 1 Edition. | New York : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781351206112-6.

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Afzalur Rahim, M. "Interpersonal Conflict." In Managing Conflict in Organizations, 95–129. 5th ed. New York: Routledge, 2023. http://dx.doi.org/10.4324/9781003285861-6.

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Fujishin, Randy. "Conflict Management." In Natural Bridges in Interpersonal Communication, 159–82. Second edition. | London ; New York : Routledge, 2020. | Revised edition of: Natural bridges : a guide to interpersonal communication / Randy Fujishin. c2012.: Routledge, 2019. http://dx.doi.org/10.4324/9780429196935-8.

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Fujishin, Randy. "Conflict Management." In Natural Bridges in Interpersonal Communication, 170–93. 3rd ed. New York: Routledge, 2024. http://dx.doi.org/10.4324/9781003327172-8.

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Rice-Bailey, Tammy, and Felicia Chong. "Managing conflict." In Interpersonal Skills for Group Collaboration, 92–101. New York: Routledge, 2023. http://dx.doi.org/10.4324/9781003285571-8.

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Boltz, Marie, Holly Rau, Paula Williams, Holly Rau, Paula Williams, Jane Upton, Jos A. Bosch, et al. "Interpersonal Stress or Conflict." In Encyclopedia of Behavioral Medicine, 1111. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4419-1005-9_100922.

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Kraybill, Ron. "Facilitation Skills for Interpersonal Transformation." In Transforming Ethnopolitical Conflict, 209–26. Wiesbaden: VS Verlag für Sozialwissenschaften, 2004. http://dx.doi.org/10.1007/978-3-663-05642-3_11.

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Conference papers on the topic "Interpersonal conflict"

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Carle, G. "Managing interpersonal conflict." In International Conference on Professional Communication,Communication Across the Sea: North American and European Practices. IEEE, 1990. http://dx.doi.org/10.1109/ipcc.1990.111137.

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Chepurko, Iuliia Iuliia chepurko, and Sofiia Aleksandrovna Sokolenko. "Interpersonal conflicts of social orphans of primary school age." In All-Russian Scientific and Practical Conference. Publishing house Sreda, 2019. http://dx.doi.org/10.31483/r-53603.

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The article deals with the actual problem of social orphanhood, education and training of children of primary school age in boarding schools. The authors reveal the specificity of conflict interpersonal interaction among children of primary school age. The research methods used were the analysis of scientific literature on the problem of research, comparative analysis, synthesis, generalization. As a result, a program of conflict training for children was developed. Prevention and resolution of interpersonal conflicts among social orphans of primary school age will help to prevent the increase of socially negative phenomena in society.
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Prisniakova, L. M., and V. F. Prisniakov. "Mathematical Model of the Interpersonal Conflict o..." In 56th International Astronautical Congress of the International Astronautical Federation, the International Academy of Astronautics, and the International Institute of Space Law. Reston, Virigina: American Institute of Aeronautics and Astronautics, 2005. http://dx.doi.org/10.2514/6.iac-05-a1.p.13.

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PLEȘCA, Maria. "The relationship between communication and conflict resolution strategies in adolescents." In Ştiință și educație: noi abordări și perspective. "Ion Creanga" State Pedagogical University, 2023. http://dx.doi.org/10.46727/c.v1.24-25-03-2023.p22-28.

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In the article it is shown that adolescents have difficulties in expressing their thoughts, their vocabulary is limited, they often do not know how to use expressive means when interacting with other people, often interrupting each other, as a result of which there is dissatisfaction with of communication. In interpersonal relationships, difficulties and conflicts inevitably arise, they are a natural part of our life. Difficulties in communication can lead to conflict. Most often, conflict is conceived as a serious challenge, so it is important to learn how to get out of conflict situations constructively. Through communication, teenagers build skills for interacting with people and emotional experience. In this sense, the question of knowing the most effective ways to respond to a conflict situation is relevant, especially during adolescence. Interpersonal interaction in conflict situations causes difficulties for teenagers, destructive tendencies in their relationships. Often, instead of analyzing the problem and finding the best ways to solve it, a teenager tries to intensely influence the object of the contradiction and produces actions that lead to an escalation of the conflict. This is primarily due to the lack of communication skills of teenagers.
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LI, Zhonghua, and Weifeng SHAN. "Research on College Student Interpersonal Conflict Management based on the Conflict Theory." In 2013 International Conference on Information, Business and Education Technology (ICIBET-2013). Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/icibet.2013.221.

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Wilson, Rachel L. "De-Engineering intergenerational conflict: Suggestions for engineers resolving generational and interpersonal conflict." In Southeastcon 2008. IEEE, 2008. http://dx.doi.org/10.1109/secon.2008.4494316.

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Qiu, Huilian Sophie, Bogdan Vasilescu, Christian Kästner, Carolyn Egelman, Ciera Jaspan, and Emerson Murphy-Hill. "Detecting interpersonal conflict in issues and code review." In ICSE '22: 44th International Conference on Software Engineering. New York, NY, USA: ACM, 2022. http://dx.doi.org/10.1145/3510458.3513019.

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Abdel Rahman, Ahlam. "Trust Human or Automated System Investigating Interpersonal Trust and Interpersonal Conflict in Virtual Organization." In 5th International Academic Conference on Humanities and Social Sciences. Acavent, 2021. http://dx.doi.org/10.33422/5th.iachss.2021.06.377.

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Stupar-Rutenfrans, Snežana, Johnny Fontaine, and Fons van de Vijver. "Interethnic Similarity of Anger Suppression-Aggression Association in Conflicts in Intimate and Non-Intimate Relationships Across Ethnic Groups in the Netherlands." In International Association of Cross Cultural Psychology Congress. International Association for Cross-Cultural Psychology, 2016. http://dx.doi.org/10.4087/hwgf2136.

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This study examined associations between emotional suppression, anger, and aggression in intimate (parent and friend) and non-intimate (boss and shop assistant) conflicts in a vignette study conducted among immigrants and majority group members in the Netherlands. The sample consisted of 456 Dutch majority group members, 445 immigrants from non-Western, and 477 immigrants from Western countries. Path analyses showed that anger fully mediated the emotion suppression-aggression relationship in a similar way across groups and conflicts with a parent, boss, and shop assistant (only in a conflict situation with a boss, emotional suppression and anger were both directly related to aggression). As expected, non-Western immigrants experienced less anger in these conflicts. However, no interethnic differences were found in the tendency to suppress anger and aggression in any conflict situation. We could not replicate earlier observed cross-cultural differences in obedience, hierarchy, and restriction of emotional expression among the samples. We concluded that non-Western immigrants do not seem to differ in management of anger in interpersonal conflict situations from Western groups.
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Gren, Lucas. "The Links Between Agile Practices, Interpersonal Conflict, and Perceived Productivity." In EASE'17: Evaluation and Assessment in Software Engineering. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3084226.3084269.

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Reports on the topic "Interpersonal conflict"

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Locke, Christine A. Chinese Methods of Interpersonal Conflict Management. Fort Belvoir, VA: Defense Technical Information Center, May 2007. http://dx.doi.org/10.21236/ada470802.

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Білоконенко, Л. А. Forms and models of interpersonal conflict communication in the media. Кам’янець-Подільський національний університет імені Івана Огієнка, 2017. http://dx.doi.org/10.31812/0564/1819.

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Стаття присвячена дослідженню евфемізованої та відкритої форм міжособистісної конфліктної комунікації у ЗМІ з позиції української комунікології. Проаналізовано особливості конфліктних форм спілкування, описано моделі мовної поведінки суб’єктів, що визначають вихід конфлікту з латентного стану та/або відповідають фазі ескалації.
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Demsky, Caitlin. Interpersonal Conflict and Employee Well-Being: The Moderating Role of Recovery Experiences. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.766.

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Loignon, Andrew, and Stephanie Wormington. Psychologically Safe for Some, but Not All? The Downsides of Assuming Shared Psychological Safety among Senior Leadership Teams. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2048.

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"In this Research Insights paper, we challenge the assumption that team members perceive similar levels of psychological safety and consider how different patterns of psychological safety matter for team effectiveness. Based on data from 278 intact senior leadership teams, our results provide three key insights: More than half (62%) of senior leadership teams in our sample demonstrated significant variability around their team’s psychological safety. We identified six prototypical patterns of psychological safety among teams, with only one representing a shared view of psychological safety. Other patterns represented dissenting views of greater or less psychological safety. Patterns of psychological safety matter for team effectiveness. Teams whose members report greater agreement around psychological safety exhibit some of the highest levels of performance and lowest levels of interpersonal conflict. Based on these findings, we consider important implications for how leaders can cultivate psychological safety in their teams."
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Wright, Robert. Coping with Interpersonal Conflicts at Work: An Examination of the Goodness of Fit Hypothesis Among Nurses. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.610.

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Vélez, Luis F. Comunicación y promoción de convivencia. Inter-American Development Bank, July 2001. http://dx.doi.org/10.18235/0007820.

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La presentación plantea la comunicación una herramienta principal para promover la convivencia. Se presenta un proyecto para promover la convivencia pacífica a través de la comunicación donde se identifican casos de conflictos interpersonales en los que se evitó o suspendió el uso de la violencia, y las herramientas que se utilizaron y de difunden por medios masivos de comunicación.
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