Human Relations · 1996 · 81 citations · 42 references
Social SciencesOrganizational BehaviorPsychologyInterpersonal CommunicationInterpersonal RelationshipsSocial CognitionConflict CommunicationConflict ManagementGroup ConflictOrganizational ConflictSensemakingWorkplace Conflict ResolutionIndividual SensemakingInterpersonal Conflict ResolutionRelational SensemakingSensemaking In OrganizationsSensemaking ProcessesSensemaking Under AmbiguityShared SensemakingWorkplace Sensemaking
Interpersonal conflict research has mainly examined engagement and avoidance between parties, yet recent workplace studies show that people often involve third parties such as co‑workers, friends, or family when interests clash. This paper proposes a model of conflict‑induced sensemaking grounded in conflict and social cognition literature. The model identifies three sensemaking components—emotional, cognitive, and behavioral—whose expression depends on the initiating party’s focus, illustrated through case‑history scenarios.
Theoretical and empirical models of interpersonal conflict focus primarily on engagement and avoidance behaviors between the conflict parties. Recent studies of workplace conflicts, however, suggest that encounters with third parties (e.g., co-workers, friends, family) are common responses to perceived incompatibility of interests. This paper introduces a model for understanding conflict-induced sensemaking behaviors, grounded in the conflict and social cognition literatures. Three components of sensemaking are proposed-emotional, cognitive, and behavioral. These elements are influenced by the focus of the party initiating sensemaking, as we illustrate through case-history scenarios.
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