1 Leslie Dechurch, Jessica Mesmer-Magnus, and Dan Doty, “Moving Beyond Relationship and Task Conflict: Toward a Process-State Perspective,” Journal of Applied Psychology, vol. 98, no. 4, 2013, 559-78.
2 David Allyn, “Mission Mirroring: Understanding Conflict in Nonprofit Organizations,” Nonprofit and Voluntary Sector Quarterly, vol. 40, no. 4, 2011, 762-96.
3 David La Piana, “The Nonprofit Paradox,” Stanford Social Innovation Review, Summer 2010.
4 Amitai Etzioni, A Comparative Analysis of Complex Organizations: On Power, Involvement, and Their Correlates, New York: The Free Press, 1971.
5 Mark McPeak, “Integrated Conflict Management Systems for International NGOs,” Sydney: University of New South Wales, 2014, 13.
6 Mark McPeak, “Selection of a Mediation Model for Nongovernmental Organisations,” Sydney: University of New South Wales, 2013, 1.
7 Dan Cable, Alive at Work: The Neuroscience of Helping Your People Love What They Do, Cambridge, Mass.: Harvard Business Review Press, 2018.
8 See, for example, the discussion of conflict-process design in Lawrence Sussskind et al., eds., The Consensus Building Handbook: A Comprehensive Guide to Reaching Agreement, Thousand Oaks, Calif.: Sage Publications, 1999, 209; Carsten De Dreu et al., eds., Using Conflict in Organizations, Sage Publications, 1996; and Cathy Costantino and Christina Merchant, Designing Conflict Management Systems: A Guide to Creating Productive and Healthy Organizations, Hoboken, NJ: Jossey-Bass, 1996.
9 Golnaz Tabibnia and Matthew Lieberman, “Fairness and Cooperation Are Rewarding: Evidence from Social Cognitive Neuroscience,” Annals of the New York Academy of Sciences, vol. 1118, no. 1, 2007, 90-101.
10 John P. Conbere, “Theory Building for Conflict Management System Design,” Conflict Resolution Quarterly, vol. 19, no. 2, 2001, 215-36.
11 Ibid., 234.
12 Carsten De Dreu et al., “Task Versus Relationship Conflict, Team Performance, and Team Member Satisfaction: A Meta-Analysis,” Journal of Applied Psychology, vol. 88, no. 4, 2003, 741-47.
13 “A transformational approach begins with two pro-active foundations: 1) a positive orientation toward conflict, and 2) a willingness to engage in the conflict in an effort to produce constructive change or growth.” John Paul Lederach, “Conflict Transformation,” 2003, https://www.beyondintractability.org/essay/transformation.
14 Psychologist Ron Friedman writes about the importance of relatedness to motivation and performance in his book, Best Place to Work: The Art and Science of Creating an Extraordinary Workplace, New York: TarcherPerrigee, 2015.
15 Christine Porath, Mastering Civility: A Manifesto for the Workplace, New York: Grand Central Publishing, 2016. See also http://www.christineporath.com for videos and articles on the topic.