Jeffrey Z. Rubin’s research while affiliated with Tufts University and other places

... The radical standpoints that are developed rarely change. As citizens, we have the ability to move beyond a polarized environment by challenging our biases and entrenched mindsets, and by moving away from old thought patterns and behavior (Lebow et al., 1987). A key to doing this is continuous learning. ...

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The Pros and Cons of Working With Only One Side to a Conflict: Analyzing the Impact of Conflict Management Training in a Polarized Context

... Organizational conflicts create emotional reactions (Kolb & Putnam, 1992), yet research in this domain by and large adopted the rational perspective, clearly defining conflict issues, explicating the overt and explicit patterns ( styles) used by organizational members to deal with conflicts, and investigating the outcomes of such attempts. The prevailing model employed in research on organizational conflict was the Dual Concern Model originally proposed by Blake and Mouton (1964), later adopted with some modifications by several scholars (Pruitt & Rubin, 1986;Rahim, 1983;Thomas, 1976). The basic tenet of this conceptualization argues that the conflict-management strategy employed by a disputant stems from two main motives: concern for self and concern for the other side. ...

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Using organizational conflict to promote, ignore or hinder humanistic values? The case of managers' voices.

... As negotiation initiation can affect subsequent negotiation behaviors and outcomes (e.g., Reif & Brodbeck, 2014;Rubin, 1989;Zartman, 2000), some scholars have recently called for research on psychological antecedents of the negotiation initiation (e.g., Reif & Brodbeck, 2014). With this research, we seek to advance the literature on the correlates of negotiation initiation. ...

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Getting to the bargaining table: The role of explicit motives and traits in negotiation initiation

... In intragroup settings, there are numerous methods employed to resolve disputes. These include integrated negotiation, which focuses on collaboratively identifying alternative solutions to the challenges being faced in the group (Rubin, 1994), active communication between group members about their motives and goals (Weingart & Olekalns, 2004), and cooperative behaviors of members to identify solutions that are satisfactory to the multiple individuals who are affected by the conflict (Forsyth, 2010). Of these, cooperative behaviors and attitudes that involve individuals seeking to maximize their own and others' gains typically result in long-term peaceful group outcomes (Forsyth, 2010). ...

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Intragroup Peace and Character Strengths

... (Sometimes agents may perceive resource scarcity even though resources are available in sufficient numbers (e.g., the perceived scarcity of sanitizers or masks in the COVID-19 pandemic despite instantly increased availability) Thus, agents should first analyze the actual resource availability when trying to solve their conflict of interests. The erroneous perception of resource scarcity in negotiations may result in an illusory conflict, which may hinder negotiators to explore integrative conflict solutions ( [170]; see also [171][172][173]).). To address the scarcity of resources, agents can solve their conflicts of interests by either (a) trying to increase the number of resources or (b) systematically managing the scarcity of resources. ...

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From Claiming to Creating Value: The Psychology of Negotiations on Common Resource Dilemmas