Notes
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.
Alan Fowler is honorary professor chair of African philanthropy at Wits Business School, University of the Witwatersrand, in Johannesburg, South Africa. He has a long professional engagement with and has written extensively about the management of nonprofit organizations dedicated to international development and poverty reduction. He is a cofounder of the International NGO Training and Research Centre, Oxford, UK.
Elizabeth Field is the conflict advisor at the International Secretariat of Amnesty International. She is a mediator, conflict coach, facilitator, and organizational development practitioner.
Joseph McMahon is an arbitrator, mediator, and facilitator. He is manager of Collaborative Processes, LLC, and president of Inter-Mediation International.