Make workplace conflict resolution a game that EVERYBODY wins! Recent studies show that typical managers devote more than a quarter of their time to resolving coworker disputes. The Big Book of Conflict-Resolution Games offers a wealth of activities and exercises for groups of any size that let you manage your business (instead of managing personalities). Part of the acclaimed, bestselling Big Books series, this guide offers step-by-step directions and customizable tools that empower you to heal rifts arising from ineffective communication, cultural/personality clashes, and other specific problem areas—before they affect your organization's bottom line. Let The Big Book of Conflict-Resolution Games help you to: Build trust Foster morale Improve processes Overcome diversity issues And more Dozens of physical and verbal activities help create a safe environment for teams to explore several common forms of conflict—and their resolution. Inexpensive, easy-to-implement, and proved effective at Fortune 500 corporations and mom-and-pop businesses alike, the exercises in The Big Book of Conflict-Resolution Games delivers everything you need to make your workplace more efficient, effective, and engaged.

This volume examines ways in which conflict resolution and feminist theories might be integrated to enhance our understanding and management of conflicts, particularly those between men and women. Women and child victimisation, everyday conflicts and historical perspectives are explored.

Capitalizing on significant developments in social science over the past twenty years, this book explores both the positive and negative aspects of power, identifying opportunities and threats. It shows how managers and employees can manage power in order to make it a constructive force in organizations.

Thirty years of progress on civil rights and a new era of immigration to the United States have together created an unprecedented level of diversity in American schools, workplaces, and neighborhoods. But increased contact among individuals from different racial and ethnic groups has not put an end to misunderstanding and conflict. On the contrary, entrenched cultural differences raise vexing questions about the limits of American pluralism. Can a population of increasingly mixed origins learn to live and work together despite differing cultural backgrounds? Or, is social polarization by race and ethnicity inevitable? These are the dilemmas explored in Cultural Divides, a compendium of the latest research into the origins and nature of group conflict, undertaken by a distinguished group of social psychologists who have joined forces to examine the effects of culture on social life. Cultural Divides shows how new lines of investigation into intergroup conflict shape current thinking on such questions as: Why are people so strongly prone to attribute personal differences to group membership rather than to individual nature? Why are negative beliefs about other groups so resistent to change, even with increased contact? Is it possible to struggle toward equal status for all people and still maintain separate ethnic identities for culturally distinct groups? Cultural Divides offers new theories about how social identity comes to be rooted in groups: Some essays describe the value of group membership for enhancing individual self-esteem, while others focus on the belief in social hierarchies, or the perception that people of different skin colors and ethnic origins fall into immutably different categories. Among the phenomena explored are the varying degrees of commitment and identification felt by many black students toward their educational institutions, the reasons why social stigma affects the self-worth of some minority groups more than others, and the peculiar psychology of hate crime perpetrators. The way cultural boundaries can impair our ability to resolve disputes is a recurrent theme in the volume. An essay on American cultures of European, Asian, African, and Mexican origin examines core differences in how each traditionally views conflict and its proper methods of resolution. Another takes a hard look at the multiculturalist agenda and asks whether it can realistically succeed. Other contributors describe the effectiveness of social experiments aimed at increasing positive attitudes, cooperation, and conflict management skills in mixed group settings. Cultural Divides illuminates the beliefs and attitudes that people hold about themselves in relation to others, and how these social thought processes shape the formation of group identity and intergroup antagonism. In so doing, Cultural Divides points the way toward a new science of cultural contact and confronts issues of social change that increasingly affect all Americans.

In a book that challenges the most widely held ideas of why individuals engage in collective conflict, Russell Hardin offers a timely, crucial explanation of group action in its most destructive forms. Contrary to those observers who attribute group violence to irrationality, primordial instinct, or complex psychology, Hardin uncovers a systematic exploitation of self-interest in the underpinnings of group identification and collective violence. Using examples from Mafia vendettas to ethnic violence in places such as Bosnia and Rwanda, he describes the social and economic circumstances that set this violence into motion. Hardin explains why hatred alone does not necessarily start wars but how leaders cultivate it to mobilize their people. He also reveals the thinking behind the preemptive strikes that contribute to much of the violence between groups, identifies the dangers of "particularist" communitarianism, and argues for government structures to prevent any ethnic or other group from having too much sway. Exploring conflict between groups such as Serbs and Croats, Hutu and Tutsi, Northern Irish Catholics and Protestants, Hardin vividly illustrates the danger that arises when individual and group interests merge. In these examples, groups of people have been governed by movements that managed to reflect their members' personal interests--mainly by striving for political and economic advances at the expense of other groups and by closing themselves off from society at large. The author concludes that we make a better and safer world if we design our social institutions to facilitate individual efforts to achieve personal goals than if we concentrate on the ethnic political makeup of our respective societies.

As the twenty-first century approaches and the threat of war between the superpowers declines, our attention is drawn to conflicts between nations or ethnic groups with vastly different cultures. The United States, the last superpower, is divided in its motives to maintain its giant Cold War military structure or to create a new world police force that will react to and influence the outcome of intercultural conflict. Brought together by James C. Bradford, these essays by prominent military historians cover three thousand years and five continents in treating various examples of intercultural interaction.

In this volume, Ting-Toomey and Oetzel accomplish two objectives: to explain the culture-based situational conflict model, including the relationship among conflict, ethnicity, and culture; and, second, integrate theory and practice in the discussion of interpersonal conflict in culture, ethnic, and gender contexts. While the book is theoretically directed, it is also a down-to-earth practical book that contains ample examples, conflict dialogues, and critical incidents. Managing Intercultural Conflict Effectively helps to illustrate the complexity of intercultural conflict interactions and readers will gain a broad yet integrative perspective in assessing intercultural conflict situations. The book is a multidisciplinary text that draws from the research work of a variety of disciplines such as cross-cultural psychology, social psychology, sociology, marital and family studies, international management, and communication.