Conflict management literature has primarily investigated traditional mediation strategies typically aimed at resolving resource conflicts. Recently, however, researchers have increasingly explored... Show moreConflict management literature has primarily investigated traditional mediation strategies typically aimed at resolving resource conflicts. Recently, however, researchers have increasingly explored a particularly challenging type of conflict: value conflicts. Over the course of four chapters—using both qualitative and quantitative research methodologies—the studies presented in this dissertation expand our understanding of the development, escalation and resolution of value-based disputes. The findings show that, despite being faced with conflicts that have repeatedly been termed difficult, if not impossible to resolve, mediators are currently approaching value conflicts with the intention to reach sustainable resolutions. In doing so, however, mediators should be aware of techniques that—while beneficial when intervening in resource conflicts—may prove unsuccessful when employed in value conflicts. Specifically, threatening litigation may be best framed as a loss of control of the outcome versus incurring increased costs, as the former may motivate intransigent parties to continue the mediation session while the latter may decrease avoidance behavior. Moreover, mediators who may strategically employ displays of anger, should only consider this if they hold a position of power and prioritize the resolution of the dispute above the disputants’ evaluation of the mediator and the mediation process. Show less
During group decision making, people often experience disagreements in which they need to choose between their own viewpoint and the viewpoint of another group member, for example, when cabinet... Show moreDuring group decision making, people often experience disagreements in which they need to choose between their own viewpoint and the viewpoint of another group member, for example, when cabinet members disagree about the best decision to tackle a crisis. These intragroup conflicts often pose a paradox for groups. On the one hand, conflicts use up precious time, evoke frustration, and reduce group members’ motivation to work for the group. Yet, on the other hand, conflicts challenge group members’ to more critically evaluate their initial viewpoints which, in the end, may result in more well-informed decisions. In this dissertation I address this “paradox of intragroup conflict” by means of a meta-analysis of past intragroup conflict research and six experiments examining when conflicts are most likely to help or hinder group decision-making. The findings show that although two types of conflict (i.e., rela tionship and process conflict) have a strong tendency to hurt group outcomes, a third type of conflict (i.e., task conflict) has the potential to help group outcomes. Yet, whether a group can indeed benefit from a task conflict strongly depends on contextual factors (e.g., the presence vs. absence of a relationship conflict) and individual-level factors (e.g., cardiovascular reactions to conflict). Show less
This dissertation aims to compare the interpersonal effects of different negative emotions in negotiations, by focusing on two of the most often communicated and experienced emotions in... Show moreThis dissertation aims to compare the interpersonal effects of different negative emotions in negotiations, by focusing on two of the most often communicated and experienced emotions in negotiations: anger and disappointment. The results of four empirical chapters show that anger is an emotion that communicates power. Opponents in negotiations give in to angry negotiators to avoid negative consequences such as impasse. When opponents do not have to care about these negative consequences, anger backfires. Disappointment, on the other hand, is an emotion that communicates weakness. Opponents give in when this communicated weakness evokes guilt. When it does not evoke guilt, communicating disappointment backfires. Neuroimaging results have also shown that the communication of anger, more so than the communication of disappointment, evokes a concern for the self in opponents. This dissertation thus not only shows that the interpersonal effects of anger and disappointment differ, but also what their underlying mechanisms are and what the different consequences are for behavior. By taking a close look at how these two emotions affect others’ behavior and underlying neural mechanisms, this dissertation provides a more in-depth view of the social functions of negative emotions. Show less
The aim was to provide more insight in people's nonverbal reactions to and perceptions of nonverbal behavior in interactions. We argue that nonverbal reactions are not simply linked to nonverbal... Show moreThe aim was to provide more insight in people's nonverbal reactions to and perceptions of nonverbal behavior in interactions. We argue that nonverbal reactions are not simply linked to nonverbal expressions of others, but that social context influences how people react to and perceive such expressions. In Chapter 2 it was examined whether information of a target's status influenced nonverbal reactions. In Chapter 3 we examined whether the legitimacy of such status positions also influenced nonverbal reactions. Finally, in Chapter 4 we investigated whether nonverbal reactions influence the perceptions of dominance, conflict avoidance, and conflict in the interaction. Results demonstrate that social contexts influence people's nonverbal reactions. People mimic or complement a target's expanded or constricted posture depending on the relative status position and on whether or not this status position was obtained in a legitimate way. Furthermore, the contrast between the postures of interaction partners influence the degree to which people perceive postures as dominant and conflict avoidant. Also, the contrast influences the degree to which people perceive conflict in the interaction. Overall, it can be concluded that nonverbal reactions are influenced by the social context. The reactions influence the perceptions people have about the behavior and situation. Show less
This dissertation provides a balanced picture of the experiences that individuals can have in the combination of their work and family roles. Extending the common focus in previous literature on... Show moreThis dissertation provides a balanced picture of the experiences that individuals can have in the combination of their work and family roles. Extending the common focus in previous literature on experiences of role conflict (and their detrimental consequences), the present research also addresses the positive side of role combination and reveals the different ways in which work and family roles can facilitate each other (energy-based, time-based, behavioral, and psychological facilitation). This research shows that experiencing work-family facilitation has beneficial consequences for employees__ well-being at work and at home (e.g., higher work satisfaction, higher life satisfaction), contributes to employees__ mental and physical health (e.g., lower depressive complaints, lower cholesterol level, healthier body weight), and results in concrete gains for the organization as well (e.g., enhanced objective job performance, lower absenteeism). Furthermore, this research indicates that facilitation can be stimulated by means of informational (appraisal) support and by providing support for family issues in the work environment (a family supportive work environment) as well as support for work issues at home (a work supportive home environment). Thus, this dissertation provides a positive perspective on the combination of work and family roles, which hopefully also find its way to a non-academic audience. Show less
The present thesis focuses on the causal role of the people's relationship to the authority in reactions to allocation decisions. A series of experiments investigating the effects of the authority... Show moreThe present thesis focuses on the causal role of the people's relationship to the authority in reactions to allocation decisions. A series of experiments investigating the effects of the authority's group membership on reactions to allocation decisions are reported. In addition, psychological processes that may contribute to differences in responses to ingroup versus outgroup authorities' decisions are examined. Because resource allocations across group boundaries may be particularly challenging for authorities, and because the psychological processes guiding reactions to outgroup authorities' decisions have received very little attention, a primary aim is to examine the psychology of reactions to outgroup authorities' decisions. Results demonstrate that people react more strongly to the favourability of procedures and outcomes when the authority is from an outgroup (vs. ingroup). By contrast, people generally react more strongly to the fairness of procedures when the authority is from an ingroup (vs. outgroup). Notably, direct activation of relational (ingroup) versus instrumental (outgroup) concerns produces the same response patterns as manipulating the authority's group membership. Results further suggest that responses to outgroup authorities' decisions in part can be explained by expectations that the authority is biased of members of his/her own group Show less
