Shaping You to Get Hired Support

ILR Review. Mar 2020.
Organizational leaders, public policymakers, dispute resolution professionals, and scholars have developed diverse methods for resolving workplace conflict. But inadequate recognition has been given to the idea that the effectiveness of a dispute resolution method depends on its fit with the source of a particular conflict. Consequently, it is essential to better understand where conflict comes from and how this affects dispute resolution. To these ends, this article uniquely integrates scholarship from multiple disciplines to develop a multidimensional framework to conceptualize the sources of conflict. This framework provides an important foundation for theorizing and identifying effective dispute resolution methods. Such methods are increasingly important as the changing world of work raises new issues, conflicts, and institutions.

Source: User Modeling & User-Adapted Interaction. Nov 2019.
An individual's conflict resolution styles can have a large impact on the decision making process of a group. In this article we show that simulation-based experiments can be effectively exploited to analyse the effect of the group members' conflict resolution styles and to help researchers to formulate additional research hypotheses, which could be individually tested in ad hoc user studies.

Source: CIO. 2/9/2018.
The article discusses six ways of how chief information officers (CIOs) can manage team conflicts and ensure better cooperation among team members to overcome challenges, highlighting the benefits of encouraging competition between staff members. It suggests considering an executive coach to change the team dynamic, setting mandatory team rules, and becoming influential while being open to team members' ideas.

ILR Review. Mar 2020.
This article examines the strategic underpinnings of firms' use of alternative dispute resolution (ADR) practices. The authors argue that a firm's strategic orientation and commitment to ADR shape its adoption of dispute resolution techniques—such as mediation and arbitration. Firms vary in the benefits they seek to gain from adopting ADR practices, and firm-level use is affected by these anticipated benefits. The authors also propose a link between a firm's commitment to the diffusion, access, and their use of ADR, on the one hand, and employee usage on the other. They test their theory using survey data from Fortune 1000 corporations and identify four distinct strategic orientations toward ADR, which in turn help to explain use of ADR within firms. Finally, they also find that a firm's commitment to ADR is also shown to affect the firm's use of mediation and arbitration.

Source: Anatolian Journal of Education. Apr 2020.
This manuscript is a literature review that addresses the significance of social emotional learning in regard to promoting career readiness by addressing the key components, interpersonal, and intrapersonal skills that are critical to possess in order to be successful in the workforce. Social emotional learning (SEL) is the process by which children and adults understand and manage emotions, set strength-based goals demonstrate empathy, establish positive relationships, and make healthy choices. Social emotional learning is vital for career success, as it emphasizes the intrapersonal and interpersonal skills that people need in order to be productive and efficient in their work setting including leadership, celebrating diversity, effective communication skills, accountability, assertiveness, conflict resolution, time and stress management, as well as motivation.

Source: ILR Review. Mar 2020.
A cornerstone of industrial relations theory is the idea that the potential for conflict is inherent in the employment relationship. Across countries, forms of workplace conflict and methods of conflict resolution take a range of different forms. Yet aside from attempts to understand cross-national variation in strikes, little research has examined systemic differences in the manifestation and management of workplace conflict. The authors seek to fill this void by analyzing through a comparative lens practices for addressing employment-related conflict in four countries: Germany, the United States, Italy, and Australia.

The activities in this section focus on learning how to solve problems in a variety of ways in the workplace. Participants will hear about how to properly tell the difference among criticism, praise, and feedback and reacting appropriately. The section will also review strategies for making ethical decisions, solving problems on a team with others, and learning how to take into account others' perceptions when assessing actions or statements in the workplace.