De paradoxale effecten van conflicthantering in een context van diversiteit

Translated title of the contribution: The paradox of effective conflict management in a diverse workplace

Gooitske N. Veenstra*, Karen I. van der Zee, Bianca Beersma

*Corresponding author for this work

Research output: Contribution to JournalArticleAcademicpeer-review

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Abstract

Research has shown that in conflict situations problem-solving conflict behavior, characterized by concern for both conflict partners’ concerns, is the most effective strategy. In this theoretical contribution we argue that this does not necessarily apply to heterogeneous dyads, in which the members of the dyad differ based on cultural background. We argue that, in these dyads, the introduction of the unique perspective of a ‘minority member’ (a member of the non-dominant cultural group) elicits social and cognitive categorization processes and mechanisms of differential influence, resulting in rejection or even exclusion by the conflict partner. We discuss the ways in which an open group climate and strong intercultural characteristics of group members can facilitate positive outcomes of problem-solving conflict behavior in heterogeneous dyads. We conclude with a number of implications for practice.

Translated title of the contributionThe paradox of effective conflict management in a diverse workplace
Original languageDutch
Pages (from-to)390-408
Number of pages19
JournalGedrag en Organisatie
Volume31
Issue number4
Publication statusPublished - Dec 2018

Keywords

  • Diversity
  • Effective conflict management
  • Heterogeneous dyads
  • Problem solving behavior
  • Social categorization theory

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