Robinson, Robert J. "Errors in Social Judgment: Implications for Negotiation and Conflict Resolution, Part 1." Harvard Business School Background Note 897-103, February 1997.

As interest in professionalizing conflict resolution gradually increased in the period after World War II, behavioral science professionals began to analyze and categorize ways that individuals ...

The Conflict Resolution Network assists students, staff and faculty with conflict resolution. If you would like to speak with a member of the Conflict Resolution Network, please select the request ...

Conflict in an organization is inevitable and often arises from problems in communication. Ignoring conflicts can result in strained relationships, poor morale and employee turnover. The success of a ...

In the workplace, problems and conflicts will arise. Some problems may be minor and pass by without much issue. However, when problems fester or escalate, it can lead to a full-scale workplace ...

Conflict is a part of life—even the most seasoned leaders know that addressing and resolving workplace conflict is essential. With an increasingly diverse workforce spanning multiple generations, ...

This is by no means a research study, rather, these are my takeaways based on the clear themes that have emerged out of the aggregate intel from over 2,000 responses, coupled with my own years of ...

Navigating interpersonal conflict resolution in the workplace is a complex challenge for any organization’s leaders. As businesses strive to achieve efficiency and harmony, a crucial question emerges: ...

Conflict resolution is a way for two or more parties to find a peaceful solution to a disagreement among them. When a dispute arises, often the best course of action is assertive communication that ...

In 1995 the National Research Council organized the Committee on International Conflict Resolution to respond to a growing need for prevention, management, and resolution of violent conflicts in the ...

Robinson, Robert J. "Errors in Social Judgment: Implications for Negotiation and Conflict Resolution--Part 2: Partisan Perceptions." Harvard Business School Background Note 897-104, February 1997.

On a campus with more than 30,000 people, we encounter different perspectives, behaviors and beliefs with everyone we meet. Sometimes disagreements can happen as we get to know others—it might be with ...