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A growing body of research suggests that conflict can be beneficial for groups and organizations (e.g, De Dreu & Van De Vilert, 1997). This paper articulates the argument that to be in conflict is to be emotionally activated (Jones, 2000) and utilizes Galtung's (1996) triadic theory of conflict transformation to locate entry points for conflict generation. Application of these ideas is presented through exemplars that demonstrate the utility of addressing emotions directly in the management of organizational conflicts. [ABSTRACT FROM AUTHOR]

The article explores the impact of person information about an alternative party in negotiations in which one of two individuals had the option to further negotiate with the alternative party. Individualistic negotiators engaged in problem solving behavior to a lesser extent when the alternative negotiator was portrayed as weak and submissive rather than strong and dominant. Individualistic negotiators also voiced more general threats and putdowns when the alternative negotiator was weak and submissive. Finally, they felt less satisfied with their outcomes from the negotiation when their alternative was weak and submissive rather than strong and dominant. However, negotiated outcomes were not influenced by potency information about an alternative negotiator. Results suggest that the mere availability of an alternative negotiator is sufficient to provide a negotiator with a greater share of the resource pie. Secondly, one might conclude that information about an alternative negotiator's attractiveness is of minor relevance only, whereas it is more important whether or not one has an alternative.