Table of Contents

Handbook of Conflict Management Research

Handbook of Conflict Management Research

Elgar original reference

Edited by Oluremi B. Ayoko, Neal M. Ashkanasy and Karen A. Jehn

This unique book draws together current thoughts and research in conflict management. Specifically, it brings a wealth of knowledge from authorities in the field on emerging issues such as power in conflict, cognition and emotions in conflict, leading conflict from multiple perspectives and cultural orientations, the role of context in conflict and the teaching of conflict management. Altogether, the Handbook provides a critical avenue for researchers and practitioners’ continued engagement in conflict research and management theory.

Chapter 18: Reframing hierarchical interactions as negotiations to promote change in health-care systems

Patricia Satterstrom, Jeffrey T. Polzer and Robert Wei

Subjects: business and management, organisational behaviour, strategic management

Abstract

We explore the social psychological, organizational, and professional factors that impede collaboration between high- and low-power parties in organizational contexts. Using the example of a health-care setting, we explain how low-power parties—in this case patients—have the potential to challenge the organizational power hierarchy by reframing ongoing interactions as negotiations to obtain services that better meet their needs. By focusing attention on mutual interests and interdependencies, a negotiation lens can change the parties’ pre-conceived perceptions of power asymmetries and allow low-power parties to actively participate in changes that improve outcomes for the entire system.

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