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Case I. 1A:The Women's Hotline Case.
Case I. 1B: The Women's Hotline Case (Continued).
Arenas for Conflict.
Productive and Destructive Conflict Interaction.
Judgments About Conflict Outcomes.
More on Conflict Interaction.
Plan of the Book.
A Model of Effective Conflict Management.
Properties of Conflict Interaction.
Case 1.1: The Columnist's Brown Bag.
Perspectivism and Conflict.
The Role of Theories.
Classic and Contemporary Theories of the Inner Experience of Conflict.
The Psychodynamic Perspective.
Case 2.1: The Parking Lot Scuffle.
Case 2.2: Psychodynamic Theory and the Parking Lot Scuffle.
Case 2.3: Verbal Aggressiveness Theory and the Parking Lot Scuffle.
Field Theory and the Concept of Climate.
Case 2.4: Attribution Theory and the Parking Lot Scuffle.
Case 2.5: Field Theory and the Parking Lot Scuffle.
The Human RelationsPerspective and Conflict Styles.
Experimental Gaming Research.
Case 3.1: Human Relations Theory and the Parking Lot Scuffle.
Case 3.2: Game Research and the Parking Lot Scuffle.
Intergroup Conflict Research.
Case 3.4: Intergroup Dynamics and the Parking Lot Scuffle.
Phase Models of Conflict.
Case 3.8: Phase Theories and the Parking Lot Scuffle.
Power and the Emergence of Conflict.
Case 4.1A: A Raid on the Student Activity Fees and Fund.
Case 4.1B: A Raid on the Student Activity Fees Fund, Continued.
A Relational View of Power.
Case 4.2 The Eccentric Professor.
Power and Conflict Interaction.
Case 4.3: The Creativity Development Committee.
The Use of Power in Conflict Tactics.
The Balance of Power in Conflict.
Case 4.4: The Copywriters Committee.
Case 4.5: Unbalanced Intimacy.
Case 4.6: Job Resignation at the Social Service Agency.
Working with Power.
Fostering Shared Power in Group and Organizational Conflicts.
The Dimensions of Face.
Face-Saving: A Threat to Flexibility in Conflict Interaction.
Case 5.1: The Professor's Decision.
Case 5.2: The Outspoken Member.
Case 5.3 The Controversial Team Member.
Conflict Interaction as an Arena for Face-Saving.
Forms of Face-Saving in Conflict Interaction.
Working with Face-Saving Issues.
Case 5.4: The Productivity/Performance Report.
What is Climate? A Definition.
Case 6.1: Riverdale Halfway House.
Case 6.2: The Breakup at the Bakery.
Climate and Conflict Interaction.
Case 6.3A The Psychological Evaluation Unit.
Case 6.3B: The Psychological Evaluation Unit Continued.
Working with Climate.
Case 6.4: The Consulting Agency.
Case 6.5: The Expanding Printing Company.
Creating Constructive Climates.
Case 7.1: College Roommates.
A Procedure for Selecting Conflict Styles.
Conflict Styles and Organizational Context.
Styles and Tactics in Practice.
Case 7.2: The Would be Borrower.
Working Habits, Trained Incapacities and Conflict.
Some Useful Procedures for Conflict Management.
Framing and Reframing Issues in Conflict.
Property 1: Conflict Interaction is Constitute and Sustained by Moves and Countermoves in Interaction.
Case 9.1: The Food Distribution Company.
Case 9.2: The Radio Station.
Property 2: Patterns of Behavior in Conflict Tend to Perpetuate Themselves.
Third-Parties, Differentiation, and Integration.
Property 3: Conflict Interaction is Shaped by the Global Climate of the Situation.
Property 4: Conflict Interaction is Influenced by and In Turn Affects Relationships.
A Different View of Third Party Interventions.
Postscript: The Technological Future.
Case 9.3: The Negotiation Support System.