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Managing Conflict (managing + conflict)
Selected AbstractsManaging conflict in construction megaprojects: Leadership and third-party principlesCONFLICT RESOLUTION QUARTERLY, Issue 2 2008Lee L. Anderson Jr. This article examines the importance of conflict resolution skills and techniques when managing the complex relationships and interdependence necessary for large-scale construction projects. Partnering between multiple public and private organizations is often required in order for these projects to succeed. The authors examine the specific partnering skills that contributed to the success of the Woodrow Wilson Bridge project. [source] Managing conflict during an organizational acquisitionCONFLICT RESOLUTION QUARTERLY, Issue 3 2006Cynthia F. Cohen Conflict frequently arises during an organizational acquisition, and how a company manages that conflict has an impact on the success of the acquisition. Software developers, testers, and managers of a recently acquired organization reported profound changes in organizational culture and numerous potential sources of conflict. Conflict was generally well managed by effectively handling economic rewards, the balancing of power, cultural changes, and emotional reactions to the acquisition. [source] Emotional intelligence and its relationship to transformational leadership and key project manager competencesPROJECT MANAGEMENT JOURNAL, Issue 2 2010Nicholas Clarke Abstract Key dimensions of project manager behaviors considered to be associated with successful project outcomes have included both appropriate collaborative behaviors and transformational leadership. More recently, emotional intelligence has been suggested as a unique area of individual differences that is likely to underpin sets of behaviors in this area. Based on a sample of 67 UK project managers, it was found that emotional intelligence ability measures and empathy explained additional variance in the project manager competences of teamwork, attentiveness, and managing conflict, and the transformational leadership behaviors of idealized influence and individualized consideration, after controlling for cognitive ability and personality. [source] Conversations in conservation: revealing and dealing with language differences in environmental conflictsJOURNAL OF APPLIED ECOLOGY, Issue 4 2008Thomas J. Webb Summary 1Applied ecology aims to translate research into policy recommendations. However, conflicts frequently develop if these recommendations propose a contentious course of action. A first step towards addressing such conflicts is to attempt to understand the values underpinning stakeholder viewpoints. 2We develop a computer-aided Content Analysis to analyse the language surrounding environmental conflicts for insights into stakeholder values. Using the conflict arising over proposals to cull hedgehogs Erinaceus europaeus on several Scottish islands, we show how different stakeholder groups frame the problem in different ways. 3Stakeholder groups supporting different courses of action (culling vs. translocating hedgehogs) use different arguments, the former emphasizing conservation and biodiversity, the latter focusing on animal welfare. Our method results in a graphical representation of this failure to agree on a common way to frame the issue. 4Including texts obtained from media sources illustrates how the media can exacerbate environmental conflicts through the issues they emphasize and the vocabulary they use. 5Synthesis and applications. Our method provides a simple means to quantify levels of stakeholder disagreement concerning potentially contentious environmental issues. Our results provide a starting point for the development of a quantitative, graphical tool for managers, where repeated analysis will aid in monitoring and managing conflicts. In addition, we provide a clear example of the role of societal attitudes influencing the effective implementation of ecological advice, which should encourage ecologists to become more aware of the social environment into which policy recommendations are to be launched and to ensure that their advice does not ignore important stakeholder values. [source] | ||||||||||