Negotiation & Conflict
Conflict is inevitable, and it is how conflict is managed that helps or hinders human groups. Our research explores the conditions under which conflict can originate and spread in cultural systems and how norms for conflict management develop. We also explore the way that individuals and groups negotiate about conflict issues, and the different processes through which successful negotiation agreements occur within and across cultures. Our work examines culture universality and specificity in the etiology of revenge and forgiveness, as well as the cultural psychology of terrorism. We also focus on empowerment in negotiation, and explore how stigmatized individuals can overcome limitations to their negotiation authority.
See papers in this area below.
Pierro, A., Pica, G., Dentale, F., Gelfand, M., & Kruglanski, A. W. (2020). The unique role of regulatory mode orientations in implicit and explicit self-forgiveness. Social Psychology. Advance online publication.
Moaddel, M., & Gelfand, M. J. (Eds.). (2017). Values, Political Action, and Change in the Middle East and the Arab Spring. Oxford University Press.
Gelfand, M. J., Harrington, J. R., & Leslie, L. M. (2014). Conflict cultures: A new frontier for conflict management research and practice. Handbook of conflict management research, 109-134.
Gal, Y., Rosenfeld, A., Kraus, S., Gelfand, M., An, B., & Lin, J. (2014). A New Paradigm for the Study of Corruption in Different Cultures. In W. G. Kennedy, N. Agarwal, & S. J. Yang (Eds.), Social Computing, Behavioral-Cultural Modeling and Prediction (pp. 261–268). Springer International Publishing.