Conflict & Cooperation
Master Consultancy & Organizational Development
7204MA21XY
“Peace is not the absence of conflict, but the ability to cope with it” – Dorothy Thompson
“Cooperation is always more powerful than competition” – Bob Proctor
“If you avoid conflict to keep the peace, you start a war inside yourself” – Cheryl Richardson
,Inhoudsopgave
Week 1. Social dilemmas: Introduction and Solutions 4
Lecture 1 4
Social dilemmas and solutions 4
Working group 1 5
Introduction and solutions to social dilemmas 5
Literature week 1 6
Messick & Brewer (1983). Solving social dilemmas 6
Van Lange, Joireman, Parks & Van Dijk (2013). The psychology of social dilemmas 9
Tyler & Blader (2001). Identity and cooperative behaviour in groups 15
Week 2. Intergroup dilemmas 20
Lecture 2 20
Intergroup dilemmas 20
Working group 2 21
Intergroup dilemmas and presentations 21
Literature week 2 22
Wit & Kerr (2002). ‘Me versus just us versus us all’ categorization and cooperation in
nested social dilemmas 22
Buchan, et al., (2011). Global social identity and global cooperation 30
De Dreu, Balliet & Halevy (2014). Parochial cooperation in humans: forms and functions
of self-sacrifice in intergroup conflict 34
Simunovic, Mifune & Yamagishi (2013). Preemptive strike: an experimental study of fear-
based aggression 42
Aaldering & Böhm (2019). Parochial versus universal cooperation: introducing a novel
economic game of within- and between group interaction 46
Week 3. Intergroup conflict 52
Lecture 3 52
Intergroup conflict 52
Working group 3 53
Intergroup conflict and presentations 53
Literature week 3 55
Kennedy & Pronin (2008). When disagreement gets ugly: perceptions of bias and the
escalation of conflict 55
Robinson, Keltner, Ward & Ross (1995). Actual versus assumed differences in construal:
‘naïve realism’ in intergroup perception and conflict 64
De Dreu (2005). A PACT against conflict escalation in negotiation and dispute
resolution 69
Halperin & Bar-Tal (2011). Socio-psychological barriers to peace making: an experimental
examination within the Israeli Jewish society 71
Hameiri, et al. (2014). Paradoxical thinking as a new avenue of intervention to promote
peace 74
Week 4. Intragroup conflict 80
Lecture 4 80
Intragroup conflict, conflict management and presentations 80
Working group 4 82
Intragroup conflict and presentations 82
Literature week 4 83
De Wit, Greer & Jehn (2012). The paradox of intragroup conflict: a meta-analysis 83
Greer & Dannals (2017). Conflict in teams 90
2
, Behfar, Peterson, Mannix & Trochim (2008). The critical role of conflict resolution in teams:
a close look at the links between conflict type, conflict managements strategies and team
outcomes 95
Shaw, et al. (2011). A contingency model of conflict and team effectiveness 100
Spector & Bruk-Lee (2007). Conflict, health, and well-being 105
Nauta, De Dreu & Van der Vaart (2002). Social value orientation, organizational goal
concerns and interdepartmental problem solving 108
Week 6. Negotiations 112
Lecture 5 112
Negotiations 112
Guest lecture 112
Working group 5 113
Negotiations and presentations 113
Literature week 5 114
Bazerman & Moore (2017). Making rational decisions in negotiations 114
Thompson, Wang & Gunia (2010). Negotiations 119
De Dreu, Weingart & Kwon (2000). Influence of social motives on integrative negotiation:
a meta-analytic review and test of two theories 123
Hüffmeier, et al. (2014). Being tough or being nice? A meta-analysis on the impact of hard-
and softline strategies in distributive negotiations 127
De Dreu, Aaldering & Saygi (2014). Conflict and negotiation within and between groups133
Aaldering & Ten Velden (2016). How representatives with a dovish constituency reach
higher individual and joint outcomes in representative negotiations 138
Week 6. Negotiations: Emotions, subjective value, and mediation 143
Lecture 6 143
Negotiations and mediation 143
Working group 6 144
Mediation practice 144
Literature week 6 145
Bollen, Euwema & Munduate (2016). Promoting effective workplace mediation 145
Kals, Thiel & Freund (2016). Workplace mediation: searching for underlying motives
and interests 149
Curhan, Elfenbein & Eisenkraft (2010). The objective value of subjective value: a multi-
round negotiation study 154
Van Kleef (2009). How emotions regulate social life: the emotions as social information
(EASI) model 157
Filipowicz, Barsade & Melwani (2011). Understanding emotional transitions: the
interpersonal consequences of changing emotions in negotiations 160
Appendix
Lecture-slides
Case-assignments
3
, Lecture 1 – Social dilemmas and solutions
Course learning goals
v Acquire knowledge about theory and research on conflict and cooperation and
judge and evaluate this research;
v Acquire insight into ways to improve and facilitate cooperation and into
managing conflicts; evaluate interventions;
v Apply the acquired knowledge in cases/ role plays/ real-life problems; Analyze,
design interventions and provide advise for real-life problems
v Collaborate with other students;
v Present and reflect on collaboration
Concretely
v Learning about different forms of cooperation in conflicts
v Learn to apply experimental intergroup games to organizational environments
v Different types of conflict
v Consequences of conflict
v Cooperation problems and how to solve these; conflict handling
v Using theoretical knowledge in analyzing cases and formulating advise; design
interventions
v Use knowledge personally for collaborating and presenting your input!
Learning objectives lecture 1:
v Recognize social dilemmas and describe them
v Know and understand theories associated with social dilemmas
(interdependence theory, resource based social exchange model, status based
identity model) and compare them with regard to their predictive and
descriptive value for cooperation in social dilemmas
v Name and describe factors that influence cooperation in social dilemmas
v Analyze social dilemmas
v Design solutions for cooperation problems in social dilemmas
4
Master Consultancy & Organizational Development
7204MA21XY
“Peace is not the absence of conflict, but the ability to cope with it” – Dorothy Thompson
“Cooperation is always more powerful than competition” – Bob Proctor
“If you avoid conflict to keep the peace, you start a war inside yourself” – Cheryl Richardson
,Inhoudsopgave
Week 1. Social dilemmas: Introduction and Solutions 4
Lecture 1 4
Social dilemmas and solutions 4
Working group 1 5
Introduction and solutions to social dilemmas 5
Literature week 1 6
Messick & Brewer (1983). Solving social dilemmas 6
Van Lange, Joireman, Parks & Van Dijk (2013). The psychology of social dilemmas 9
Tyler & Blader (2001). Identity and cooperative behaviour in groups 15
Week 2. Intergroup dilemmas 20
Lecture 2 20
Intergroup dilemmas 20
Working group 2 21
Intergroup dilemmas and presentations 21
Literature week 2 22
Wit & Kerr (2002). ‘Me versus just us versus us all’ categorization and cooperation in
nested social dilemmas 22
Buchan, et al., (2011). Global social identity and global cooperation 30
De Dreu, Balliet & Halevy (2014). Parochial cooperation in humans: forms and functions
of self-sacrifice in intergroup conflict 34
Simunovic, Mifune & Yamagishi (2013). Preemptive strike: an experimental study of fear-
based aggression 42
Aaldering & Böhm (2019). Parochial versus universal cooperation: introducing a novel
economic game of within- and between group interaction 46
Week 3. Intergroup conflict 52
Lecture 3 52
Intergroup conflict 52
Working group 3 53
Intergroup conflict and presentations 53
Literature week 3 55
Kennedy & Pronin (2008). When disagreement gets ugly: perceptions of bias and the
escalation of conflict 55
Robinson, Keltner, Ward & Ross (1995). Actual versus assumed differences in construal:
‘naïve realism’ in intergroup perception and conflict 64
De Dreu (2005). A PACT against conflict escalation in negotiation and dispute
resolution 69
Halperin & Bar-Tal (2011). Socio-psychological barriers to peace making: an experimental
examination within the Israeli Jewish society 71
Hameiri, et al. (2014). Paradoxical thinking as a new avenue of intervention to promote
peace 74
Week 4. Intragroup conflict 80
Lecture 4 80
Intragroup conflict, conflict management and presentations 80
Working group 4 82
Intragroup conflict and presentations 82
Literature week 4 83
De Wit, Greer & Jehn (2012). The paradox of intragroup conflict: a meta-analysis 83
Greer & Dannals (2017). Conflict in teams 90
2
, Behfar, Peterson, Mannix & Trochim (2008). The critical role of conflict resolution in teams:
a close look at the links between conflict type, conflict managements strategies and team
outcomes 95
Shaw, et al. (2011). A contingency model of conflict and team effectiveness 100
Spector & Bruk-Lee (2007). Conflict, health, and well-being 105
Nauta, De Dreu & Van der Vaart (2002). Social value orientation, organizational goal
concerns and interdepartmental problem solving 108
Week 6. Negotiations 112
Lecture 5 112
Negotiations 112
Guest lecture 112
Working group 5 113
Negotiations and presentations 113
Literature week 5 114
Bazerman & Moore (2017). Making rational decisions in negotiations 114
Thompson, Wang & Gunia (2010). Negotiations 119
De Dreu, Weingart & Kwon (2000). Influence of social motives on integrative negotiation:
a meta-analytic review and test of two theories 123
Hüffmeier, et al. (2014). Being tough or being nice? A meta-analysis on the impact of hard-
and softline strategies in distributive negotiations 127
De Dreu, Aaldering & Saygi (2014). Conflict and negotiation within and between groups133
Aaldering & Ten Velden (2016). How representatives with a dovish constituency reach
higher individual and joint outcomes in representative negotiations 138
Week 6. Negotiations: Emotions, subjective value, and mediation 143
Lecture 6 143
Negotiations and mediation 143
Working group 6 144
Mediation practice 144
Literature week 6 145
Bollen, Euwema & Munduate (2016). Promoting effective workplace mediation 145
Kals, Thiel & Freund (2016). Workplace mediation: searching for underlying motives
and interests 149
Curhan, Elfenbein & Eisenkraft (2010). The objective value of subjective value: a multi-
round negotiation study 154
Van Kleef (2009). How emotions regulate social life: the emotions as social information
(EASI) model 157
Filipowicz, Barsade & Melwani (2011). Understanding emotional transitions: the
interpersonal consequences of changing emotions in negotiations 160
Appendix
Lecture-slides
Case-assignments
3
, Lecture 1 – Social dilemmas and solutions
Course learning goals
v Acquire knowledge about theory and research on conflict and cooperation and
judge and evaluate this research;
v Acquire insight into ways to improve and facilitate cooperation and into
managing conflicts; evaluate interventions;
v Apply the acquired knowledge in cases/ role plays/ real-life problems; Analyze,
design interventions and provide advise for real-life problems
v Collaborate with other students;
v Present and reflect on collaboration
Concretely
v Learning about different forms of cooperation in conflicts
v Learn to apply experimental intergroup games to organizational environments
v Different types of conflict
v Consequences of conflict
v Cooperation problems and how to solve these; conflict handling
v Using theoretical knowledge in analyzing cases and formulating advise; design
interventions
v Use knowledge personally for collaborating and presenting your input!
Learning objectives lecture 1:
v Recognize social dilemmas and describe them
v Know and understand theories associated with social dilemmas
(interdependence theory, resource based social exchange model, status based
identity model) and compare them with regard to their predictive and
descriptive value for cooperation in social dilemmas
v Name and describe factors that influence cooperation in social dilemmas
v Analyze social dilemmas
v Design solutions for cooperation problems in social dilemmas
4
