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Emerging Systems for Managing Workplace Conflict
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Table of Contents

Figures, Exhibits, and Tables. Preface. Part One: The Evolution of Conflict Management Systems. 1. Introduction: The Emergence of Conflict Management. 2. Forces of Change: The Transformation of the Social Contract in the Workplace. 3. The Rise of Alternative Dispute Resolution. 4. New Strategies of Conflict Management: The Emergence of a New Paradigm. Part Two: The Establishment of Conflict Management Systems. 5. Design of Conflict Management Systems: Internal Features. 6. Design of Conflict Management Systems: External Features. 7. Implementation of Conflict Management Systems. 8. Evaluation of Conflict Management Systems. Part Three: The Future of Conflict Management Systems. 9. Barriers to the Growth of Conflict Management Systems. 10. The Future of Workplace Dispute Resolution. Appendix A: A List of Corporations and Other Organizations Studied by the Authors and Referred to in This Book. Appendix B: Glossary of Terms. Notes. References. About the Authors. Index.

About the Author

THE AUTHORS DAVID B. LIPSKY is professor and director of the Institute on Conflict Resolution, School of Industrial and Labor Relations, at Cornell University. RONALD L. SEEBER is associate professor and associate dean of the School of Industrial and Labor Relations at Cornell University and executive director of the Institute on Conflict Resolution. RICHARD D. FINCHER is an arbitrator, mediator, attorney, and managing partner of Workplace Conflict Resolutions in Phoenix, Arizona.

Reviews

"This is the most important book yet published to address the evolution of private justice systems for managing workplace disputes" ( Industrial and Labor Relations Review, Vol. 57, No. 4; 7/1/2004) "The book is well researched and looks at conflict management historically, currently and prospectively." (The Texas Mediator, Fall 03)

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