MANAGING DIFFICULT PEOPLE AND CONFLICTS
Our knee-jerk reaction to dealing with those with whom we have difficult conflicts is to ignore them, undermine them or otherwise work around them. Yet it can often be very fruitful to engage with their perspective, particularly when parties are interdependent. We may actually improve joint outcomes or at the very least find easier ways to navigate our differences. My research here builds off my (also included) earlier work on negotiation strategy and looks at various impediments and opportunities for improving social welfare.
Minson, J., Chen, F., & Tinsley, C.H. (2020). Why wont you listen to me? Measuring receptiveness to opposing views. Management Science, 66 (7): 3069-3094
Holtom, B.H., Gagne, K., & Tinsley, C. H. (2010). Using ‘shocks and rumors’ to teach adaptive thinking. Negotiation Journal, 26 (1) : 69-83.
Adair, W.L., Taylor, M.S., & Tinsley, C.H. (2009). Starting out on the right foot: Negotiation schemas when cultures collide. Negotiation and Conflict Management Research, 2 (2): 138-163.
Reinsch, N.L., Turner, J.W., & Tinsley, C.H. (2008). Multicommunicating: A practice whose time has come? Academy of Management Review, 33 (2): 391-403.
Tinsley, C.H., O’Connor, K, & Sullivan, B. (2002). “Tough” guys finish last: the perils of a distributive reputation. Organization Behavior and Human Decision Processes, 88: 621-642.
Brett, J.M., Adair, W., Lempeurer, A., Okumura, T., Shikhirev, P., Tinsley, C. & Lytle, A. (1998). Culture and joint gains in negotiation. Negotiation Journal, 14 (1): 61-86.
Mannix, E., Tinsley, C.H., & Bazerman, M.H. (1995). Negotiations over time: Impediments to integrative solutions. Organization Behavior and Human Decision Processes, 62 (3), 241-251.