CONFLICT MANAGEMENT The Psychology of conflict and conflict ...

11
Organizational Dispute
Resolution Systems
Julie B. olson-BuChanan
Craig School of Business
California State University, Fresno
WenDy r. BosWell
Mays Business School
Texas A&M University
There is a range of disputes that can emerge because of individuals (and
groups) working together in organizations. For example, in a given week
an organization might witness disputes ranging from fairness concerns
over its new need-based parking space policy, to a contested performance
evaluation, to a violent confrontation between two assistant supervisors.
Certainly some disputes that might occur in organizations (e.g., criminal
behavior), by their very nature, can and should be addressed outside the
organization in the public court system. However, the question remains as
to how an organization can best manage the remaining disputes in such a
way that will minimize the potential negative consequences (e.g., absences)
and maximize the potential positive consequences (Coser, 1956; De Dreu,
Harinck, & Van Vianen, 1999) of conflict. As the rest of the chapters in this
volume illustrate, there are a host of ways by which an organization may try
to achieve formally or informally these conflict management objectives.
In this chapter, we focus specifically on organizational dispute resolution
(ODR) systems. We define ODR systems as any process identified
in organizational policy as a sanctioned means to resolve disputes within
the organization. This definition has considerable overlap with the term
alternative dispute resolution (ADR) that encompasses any nonlitigation
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