In the paper “Understanding the International Negotiation and Conflict Management Strategies in Diplomacy”, Dr. Valon Murtezaj explored the lived experiences of senior diplomats dealing with difficult conflict situations in diplomacy.
This study found specific bodies of knowledge that influence success in negotiation and conflict management. Results that extracted from a total of 250 years of experience in the field described the experiences in different international negotiation and conflict situations. The study reveals that diplomats implement different strategies while they negotiate; and that culture and social skills, including emotions, are very important ingredients in international negotiation settings, and that significantly influenced effective negotiation processes and conflict management outcomes. This research can serve as guidance for leaders negotiating complex deals and managing difficult conflicts. This study is a contribution to the body of best practices for diplomats across the world.
To read the original article:
Murtezaj V., (2013). Understanding International Negotiation and Conflict Management Strategies in Diplomacy, Organizational Culture, International Journal of Knowledge, Culture and Change Management, 12 (2) 45-55.
Professor Murtezaj is one member of ICoN. You can find more information about ICoN team members here:
When supervisors have to provide employees with negative feedback, the situation can easily turn into an interpersonal conflict. To prevent such conflicts, it is useful to identify factors that facilitate the communication of negative feedback. Together with Pinar Çelik and Nils Myszkowski, Professor Martin investigated how negative emotions expressed by an employee in response to negative feedback from his/her supervisor can facilitate supervisor-employee interactions.
According to functional theories of emotions, each emotion possesses specific functional properties. For instance, anger is an energetic emotion that tends to communicate agentic intentions. On the contrary, sadness is a more passive emotion that tends to communicate communal intentions. One could therefore argue the social value of expressing anger or sadness depends on the content of the negative feedback.
In two experimental studies, we found that targets who expressed sadness (vs. anger) in response to negative warmth evaluations, as well as targets who expressed anger (vs. sadness) in response to negative competence evaluations contributed to more fluent supervisor-employee interactions, and were perceived as more persuasive by supervisors. Our findings suggest that targets of negative feedback could strategically use negative emotions to achieve better outcomes in social interactions.
To read the original article:
Çelik, P., Storme, M. & Myszkowski, N. (2016). Anger and sadness as adaptive emotion expression strategies in response to negative competence and warmth evaluations. British Journal of Social Psychology, 55(4), 792-810.
Professor Storme is one member of ICoN. You can find more information about ICoN team members here: