Abstract
In this chapter I introduce the complementary methods of conflict management, namely the individual-related and the integrative forms. I consider the following methods to fall within these areas: mediation, moderation, supervision, coaching and team development. I explain their respective scopes of application as well as how they differ from mediation as a central approach to conflict management. Finally, I look at mediation as a new field in organisational development.
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Notes
- 1.
Proksch et al. (2004).
- 2.
Proksch et al. (2004).
- 3.
Doppler and Lauterburg (1994).
- 4.
Berkel (1984).
- 5.
Baumgartner and Häfele (1998).
- 6.
Heimerl-Wagner (1993).
- 7.
Kotter (1998).
- 8.
Höher and Höher (2002).
- 9.
Wiedermann and Kessen (1997).
- 10.
Kerntke (2004).
- 11.
Small groups are direct communication systems. They organise themselves through face-to-face interaction. Organisations in which the number of people exceeds that of a small group need forms of indirect communication for their coordination, namely rules, guidelines, instructions, manuals, structures and so forth.
- 12.
Heintel (1998).
References
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Proksch, S. (2016). Complementary Forms of Conflict Management. In: Conflict Management. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-31885-1_3
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DOI: https://doi.org/10.1007/978-3-319-31885-1_3
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