"The De Gruyter Handbook of Organizational Conflict Management offers insightful contributions covering a myriad of conflict management topics ranging from fundamental issues, such as emotional intelligence and cultural differences, to cutting-edge themes such as political conflicts and mindfulness training. Renowned conflict management scholars and leading practitioners have contributed chapters to this handbook based on their research and their practical experience in the field of conflict management. Many of the authors have influenced the topic of conflict management as it has become both a field of academic study in universities and a necessary leadership skill. The handbook is organized in four sections. The first section covers interpersonal conflict management and focuses on perceptions, conflict styles, emotional intelligence, psychological safety, and change. The second section includes ethnic and cultural issues in organizational conflict management, such as microaggressions, ethnicity and religion, and political conflicts. The third section offers methods for managing organizational conflicts, including mediation, negotiation, ombudspersons, and conflict coaching. This section also offers guidance on developing an organizational conflict management system and discusses HR's role in managing conflicts. The fourth section introduces chapters on special topics in conflict management, such as workplace bullying, gender issues, birth order personality, human connections, and forgiveness. This handbook is an essential reference for scholars and practitioners. It offers organizational leaders insights into the causes and solutions to organizational conflict management. In addition, it is an excellent textbook for undergraduate and graduate courses in organizational conflict management."--.

• Contents
• Contributors
• Acknowledgements
• Preface
• Section 1: Interpersonal Conflict Management
• Chapter 1 Shining a Light on Organizational Conflict
• Chapter 2 Emotional Intelligence in Workplace Negotiations
• Chapter 3 Psychological Safety: Creating a Healthy Conflict Culture
• Chapter 4 Thomas-Kilmann Instrument (TKI) and the Kilmann Organizational Conflict Instrument (KOCI)
• Chapter 5 Mindfulness Training in Organizational Settings: An Empirical Look at the Research
• Section 2: Organizational Conflict Management
• Chapter 6 Understanding Culture to Resolve Conflict: An Introduction of the ADVANCE Through Conflict™ Model
• Chapter 7 Utilization of Frames and Reframing for Organizational Leadership and Conflict Management Effectiveness
• Chapter 8 10 Separations in Conflict Resolution
• Chapter 9 Collaborative Practices in Organizations: Managing Conflict and Leading Constructive Change
• Chapter 10 Shifting the Focus from Stand-Alone Dispute Systems Design Elements to Creating Self-Correcting and Fluid Organizations
• Chapter 11 Stereotypes, Bias and Microaggressions in Organizational Conflict Management (OCM)
• Section 3: Intercultural, International, and Ethic Conflict Management
• Chapter 12 Managing Workplace Conflicts: Considerations of Ethnicity and Religion
• Chapter 13 Hindu Philosophy and the Resolution of the Roots of Conflict: Adi Shankaracharya’s ‘Nirvana Shatakam’
• Chapter 14 Political Conflicts in the Workplace: What are Their Effects, and Can They be Avoided?
• Section 4: Methods for Managing Organizational Conflicts
• Chapter 15 Detecting Deception in Negotiation: From Natural Observation to Strategic Provocation
• Chapter 16 The HearT of Mediation
• Chapter 17 Managing Organizational Conflicts Through Innovation, Creativity, and Inclusion: Implementing a Conflict System of Shared Leadership
• Chapter 18 Coaching and Organisational Development: Lessons and Themes from 360 Degree Feedback
• Chapter 19 Functions and Benefits of an Organizational Ombuds
• Chapter 20 Managing Workplace Conflict: The Role of Human Resources as “Organizational Toxin Handlers”
• Section 5: Special Topics in Organizational Conflict Management
• Chapter 21 Workplace Bullying: Not Just Another Conflict
• Chapter 22 Women and Organizational Conflict Management: Promoting Human Rights and Challenging Gender Bias
• Chapter 23 Making the Invisible Visible: Uncovering the Mystery of Personality Conflicts at Work
• Chapter 24 Organizational Conflict Management: Driving Innovation and Organizational Success Through Leadership Management and Human Connection
• Chapter 25 Create a Space to Forgive: Letting Go of Blame and Anger Can Move Us from Victim to Survivor
• List of Figures
• List of Tables
• Index