Reframing resolution : innovation and change in the management of workplace conflict / edited by Richard Saundry, Paul Latreille and Ian Ashman

Acknowledgements;
Contents;
Notes on Contributors; Abbreviations; List of Figures; List of Tables;

1: Introduction; References; Part I: Surveying the Terrain;
2: Conceptualizing Workplace Conflict and Conflict Management; Introduction; Defining Conflict; The Dynamics of Conflict Formation: Informal Action and Resistance; From Conflict to Disputes: Escalation and Mobilization; Discipline: Correction and Control; Grievance Formation and Escalation; Collective Disputes: Mobilizing Employee Discontent; From Dispute Resolution to Conflict Management; Conclusion; References.
3: Exploring the Nature and Extent of Workplace Conflict Introduction; Collective Disputes; Individual Disputes; The Climate of Employment Relations; The Wider Context; Summary and Conclusions; References;
4: Workplace Conflict: Who, Where, When, and Why?; Introduction; How Commonplace Is Workplace Conflict?; Experiencing Conflict and Dispute; Resolving Conflict and Disputes; Emerging Conclusions; References;
5: Social Structure and Conflict: A Relational Approach to the Study of Conflict and Its Management in Organizations.
Introduction: The Reciprocal Relationship Between Conflict and Social StructureConflict and Its Effects on Organizations' Social Dynamics; The Link Between Conflict and Social Capital; The Link Between Conflict and Social Networks; The Effects of Social Structure on Conflict; Social Networks and Conflict; Social Networks and Conflict Accuracy; Conflict Network Patterns and Perceptions of Team Conflict; Conclusions; References; Part II: Managing Conflict on the Front-line;
6: A Crisis of Confidence? Front-line Managers and the Complexities of Conflict; Introduction and Background.
Research Design Findings; Understanding the 'Crisis' of Confidence; Engendering Confidence; Conclusions; References;
7: From Representation Gap to Resolution Gap: Exploring the Role of Employee Voice in Conflict Management; Introduction; Voice, Engagement and Conflict; Methodology; Findings; Minimizing Conflict Through Engagement?; Direct Voice: The Importance of an 'Open Door'; Indirect Voice: The Key to Conflict Resolution; Conclusion; References;
8: Downsizing: Managing Redundancy and Restructuring; Introduction and Background.
Unanticipated Conflict and Unexpected Alliances: A Brief Case Study Downsizing Decision Makers and Conflict; Downsizing Envoys and Conflict; Downsizing, Trade Union Representatives and Conflict; Downsizing Victims, Survivors and Conflict; Conclusion; References; Part III: Workplace Mediation and Alternative Dispute Resolution;
9: Experiencing Mediation from the Disputants' Perspective; Introduction; Literature Review; Methodology; Findings; Context and Cases; Perceptions of Mediation; The Process; The Complexity of Mediation Outcomes; Discussion and Conclusion; References.