Edited by Melissa Zarda. See other bibliographies.
Contributors: Jennifer Lostowski

Copyright restriction: The contents of this bibliography may not be placed on other websites, but links from other websites may be directed to this page. Hardcopies of this page may be printed for academic purposes.

• Handy, Frank. (2004). Solving workplace conflict starts with self-awareness. Canadian HR Reporter, 17, 21.

Managers can address conflict by being a role model. A first step to reduce workplace conflict proposed by Frank Handy is self-awareness, which requires the manager to understand his interpersonal strengths and weaknesses and those effects on the work environment. The manager's role is to assess personality traits and needs of the department for effective job investment and placement of employees.

• Hirzel, Rudolph. (Summer 2004). PINCH!-A Simple Model for Dealing With Conflict. The Journal for Quality and Participation.

This article outlines a standard for preventing and managing conflict. The author describes each step of the "pinch" model from gathering data to feeling the "pinch," when conflict arises. There are eight proposed steps to reacting to the "pinch," which entails a discussion of the parties' behaviors and emotions. Tips for each party are included for successful sharing.

• Kemp-Longmore, Christine. (Feb 2000). Conflict resolution in the workplace. Black Collegian.

This article emphasizes the importance of communication and listening as essential tools for managing conflict in the workplace. The author suggests documenting processes so that they can be used again if successful, or if unsuccessful can be used as a learning experience. Also recommend is compromising to address conflict in the workplace so that decisions can be made efficiently, and the parties can return to work.

• Mollica, Kelly. (2005). Stay above the fray. HRMagazine, 50, 111-114.

This article helps managers solve conflicts between employees with less managerial involvement. The author suggests that interfering and trying to solve conflict between employees decreases the manager's effectiveness and can lead to burnout. A better approach is to create an open-door policy, but encourage the employees have the responsibility of resolving their own disputes.

• Myers, W. S. (1995). Confronting the bears in your office. Women in Business, Vol. 47, p8.

With three common scenarios presented in a quiz format, the article emphasizes the best way to handle problematic situations is to be open with the person whom you're having conflict with. Rather the hiding your feelings and/or avoiding the issue, the article advises to directly addressing the issue at the moment it happens in a calm manner.

• Selinger, Carl (2005). From War to Peace; Don't Let Conflict at Work Fester - Be Assertive and Get it Resolved.

The author refers to some of his own personal experiences and methods in which he dealt with a conflict head-on. His approach was to address the issue immediately and take the necessary steps to get everything out into the open and resolve the conflict. He points out that a festering conflict can be more damaging in the long run, while getting the conflict resolved in a prompt manner, as he did, can lead to stronger relations in the long run. The author gives some advice for confronting a conflict. First, never approach the other party when sill angry. Second, confirm that there is actually a conflict at hand. Then, clarify the nature of the problem by asking probing questions. You then want to try to resolve the conflict quickly, explaining what you would like to see done. He stresses that the most important thing is to act quickly, get the conflict resolved, and get on with the more important matters at hand.

• Slyke, Erik J. Van. (1999). Listening to Conflict: Finding Constructive Solutions to Workplace Disputes. New York: AMACOM.

Author Erik J. Van Slyke attributes the cause of conflict to people's inability to listen. Effective listening requires active understanding, which then can lead to constructive conflict resolution. This book contains several models and step processes to help the reader build better relationships and solve workplace disputes through utilizing effective listening skills.

• Young, Colin. "Managing your own behaviors." E learning Age. June 2005. Pg 23, 2 pgs.

This article discusses the idea of providing individual employees on line tools to understand their own behavior. The theory in the article is that knowledge of how an individual will react in a particular situation gives employees power to build their own conflict resolution structures. This allows employees to gain a better understanding of how they can build their own conflict resolution system without the assistance of the employer.