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Conflict and ResolutionRemove Conflict and Resolution →

New research on conflict and resolution from Harvard Business School faculty on issues including conflict management, navigating conflicts of interest, and dealing with the "irrational" negotiator.
Page 1 of 11 Results

How to Turn Down the Boil on Group Conflict

by Michael Blanding

Intergroup conflict can grind office productivity to a halt. Jeffrey Lees discusses how understanding psychological stereotypes can help divided parties compromise. Open for comment; 0 Comments.

Women Receive Harsher Punishment at Work Than Men

by Michael Blanding

Women caught in misconduct were 20 percent more likely to be fired and 30 percent less likely to find new employment in the financial services industry, reports new research by Mark Egan and colleagues. Open for comment; 0 Comments.

Arbitration with Uninformed Consumers

by Mark Egan, Gregor Matvos, and Amit Seru

Using data on securities disputes, this study of information advantages in consumer arbitration finds that industry-friendly arbitrators are 40 percent more likely than consumer-friendly arbitrators to be selected to take on arbitration cases. Limiting respondents’ and claimants’ inputs over the selection process could improve outcomes for consumers.

Framing Violence, Finding Peace

by Kristin Fabbe, Chad Hazlett, and Tolga Sinmazdemir

Using data collected in a 2016 survey of 1,120 Syrian refugees in Turkey, this study finds that 1) framing civilians’ wartime ordeal as suffering or sacrifice influences their attitudes about ending the conflict, and 2) the identity of who advocates for peace affects civilians’ attitude about supporting it. These results suggest new possibilities for reconciliation processes.

When Exit is an Option: Effects of Indiscriminate Violence on Attitudes Among Syrian Refugees in Turkey

by Kristin Fabbe, Chad Hazlett, and Tolga Sinmazdemir

This study examines the attitudes of civilians displaced by violence in a conflict where the strategic logic was not to control people but to remove them. Results show that civilians who can leave the conflict zone do not necessarily politically align with one or another armed group. Rather, they engage in civic activities that benefit the civilian refugee community itself.

Turbulence, Firm Decentralization and Growth in Bad Times

by Philippe Aghion, Nicholas Bloom, Brian Lucking, Raffaella Sadun, and John Van Reenen

What makes some firms more resilient than others to large negative macro shocks? This paper finds that the internal organization of firms—specifically, the extent to which decision-making is decentralized from headquarters to plant managers—is an important mediating factor through which macroeconomic shocks affect firm performance and, ultimately, growth.

Why American Democracy Thrives On Conflict

by Julia Hanna

Intense political conflict, mediated by shared ideals, has always been with us and is profoundly American, a lesson David Moss drives home in his new book, Democracy: A Case Study. The problem: Not all conflict is productive. Open for comment; 0 Comments.

Master the One-on-One Meeting

by Julia B. Austin

The one-on-one meeting between supervisor and staff is an invaluable tool for managing, but requires much attention to detail. Julia B. Austin explains best practices for getting the most out of the 1:1. Open for comment; 0 Comments.

Cultural Disharmony Undermines Workplace Creativity

by Michael Blanding

Managing cultural friction not only creates a more harmonious workplace, says professor Roy Y.J. Chua, but ensures that you reap the creative benefits of multiculturalism at its best. Closed for comment; 0 Comments.

Dealing with the ‘Irrational’ Negotiator

by Deepak Malhotra & Max H. Bazerman

"Negotiators who are quick to label the other party 'irrational' do so at great potential cost to themselves," say HBS professors Deepak Malhotra and Max H. Bazerman. Their new book, Negotiation Genius, combines expertise in psychology with practical examples to show how anyone can improve dealmaking skills. In this excerpt, Malhotra and Bazerman describe what to do when the other party's behavior does not make sense. Open for comment; 0 Comments.

Encouraging Dissent in Decision-Making

by Garry Emmons

Our natural tendency to maintain silence and not rock the boat, a flaw at once personal and organizational, results in bad—sometimes deadly—decisions. Think New Coke, The Bay of Pigs, and the Columbia space shuttle disaster, for starters. Here's how leaders can encourage all points of view. Key concepts include: All organized human groups are susceptible to suppression of views deemed contentious or disruptive to an organization's foundational beliefs. Decisions are seldom better for silence, and overcoming that is a key task for the leader of any organization. Candor should be rewarded and incentives designed to encourage opposing points of view. An aware, open, and inquiring senior team is critical to sound decision-making. Closed for comment; 0 Comments.