Edited by Melissa Zarda. See other bibliographies.
Contributors: Michele Barnas, Luca Iacusso, Kate Ward

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.

• Bannan, K. J. (2005). Left Unsaid. Washington , DC : Hammock Publishing, Inc.

  Contrary to what journalists have written in the past, this author points out that a certain level of conflict in the workplace is actually an essential for a healthy, properly run corporation. Primarily, the author writes, conflict sparks creativity and keeps the work force alive. Being dismissive and not being able to face conflicts within the workplace will, ultimately, produce passive-aggressive behavior amongst employees and reduce productivity. Therefore, the only way to properly handle conflict within the workplace is to bring concerns into the open and to not keep problems to one's self or turn them into a form of gossip between one co-worker and another.

• Colvin, A. J. (2003). The dual transformation of workplace dispute resolution. Industrial Resolution, 42 (4), 712.

This study examines the effects varied work structures had on grievance rates and dispute resolution. Dispute resolution systems that involved nonmanagerial decision makers had higher grievance rates than ones with managerial decision makers. Self-managed teams had low grievance rates.

• Davis, C. (2005). For Young and Old. Sydney , Australia : Nationwide News Pty Limited.

As today's workplace is becoming more diversified, the potential for conflict and miscommunication intensifies. In this article, the author explores the generational conflict of interest in the workplace that exists between older and younger employees. As different generations begin to co-exist, the “one size fits all” managerial approach is no longer adequate. The article discusses the conflicts that can arise due to the varying needs, goals, and outlooks of these different groups.

• Fynes-Clinton, J. (2005). Age No Barrier. Queensland , Australia : Nationwide News Pty Limited.

Today's workplace is increasingly consisting of younger bosses and older employees. Conflicts arise due to a clashing of values and perceptions; the younger generation tends to be very progressive, whereas the older generation is apathetic toward technological and methodical advancements. Yet, the article suggests that there are great opportunities that can arise from both groups working together. Younger employees provide energy, and older employees bring in experience and connections.

• Ramesh, P. (2004). It's War at the Workplace! The Hindu, September 8, 2004 .

Whenever you have an organization of people conflict will ensue, it's inevitable. And although workplace disagreements should be completely work related they are more often than not caused by purely personal clashes. To avoid personal conflicts at work managers must invite their employees to find common goals and values, detect any patterns in aggressive employee behaviors, and they must be able to sort out conflicts before they escalate from conflict to full out war. In the end, it is primarily the manager's responsibility to act as both a mediator and a problem solver in the workplace.

• Rodwell, R. (2005). Communication is Key to Reducing Conflicts in the Office, Especially When Corporations Merge. South China Morning Post, May 7, 2005 , pg.4. China : South China Morning Post Ltd.

This article describes the workplace conflicts that can arise due to corporate mergers and takeovers. Employees must face the challenge of adhering to new procedures and a new business culture, causing conflict and tension. The article presents the challenge in integrating within departments and suggests the intervention of a mediator. Consideration is given to a pre-emptive approach, emphasizing the importance of training and communication in preventing future inflexibilities.

• “Win, Win: Conflict and Mediation in the Workplace” (2005). Human Resources Magazine, May 8, 2005 . Australia : Reed International Books Australia Pty Ltd.

Resolving workplace disputes can become very time consuming and costly. This is why modern organizations are beginning to adopt the latest trend in corporate conflict resolution, Alternative Dispute Resolution (ADR). Companies are saving time and money by resolving issues in shorter amounts of time at the lowest levels of their organizations. In addition to these savings organizations are also witnessing increases in employee morale, productivity, and improved reputations in their markets.