The Morton Deutsch International Center for Cooperation and Conflict Resolution (MD-ICCCR) is an innovative center committed to developing knowledge and practice to promote constructive conflict resolution, effective cooperation, and social justice. Read more...
Courses & NY Certification
Publications & Communication
Dissertations defended at Teachers College are available through the Gottesman Library. Below is a list of dissertations completed and defended by students of the Program in Social-Organizational Psychology.
Doctoral students get involved in research by participating in workgroups led by social-organizational psychology faculty. Students are required to participate in at least one workgroup per semester for a minimum of eight semesters overall. Participation in at least two different workgroups is required over the course of the program.
In workgroups, doctoral students participate in all phases of the research process, including the design and conduct of research. Many times, this participation leads to presentations at professional conferences or publications in journals and books with faculty.
The number of students per workgroup varies but typically ranges from 3 to 6.
Topics of Interest:
Current Workgroup Members:
Workgroup Members Continuing Work on Projects and Papers:
Information for interested applicants:
Please contact Caryn Block at firstname.lastname@example.org
Topics of Interest:
Learning agility, leadership development, organization culture & climate, multi-rater feedback, and authentic leadership
Current Research & Projects:
This workgroup is interested in various areas of organizational behavior, particularly leadership, culture and climate, managing change, and multi-rater feedback in the workplace. Recently, the workgroup has been focusing on the concept of learning agility, the capacity to learn flexibly and rapidly in new and different situations. The work consists of establishing a behavioral measure of learning agility, including the requisite requirements of reliability and all forms of validity.
Also of interest has been a series of studies testing the validity of the Burke-Litwin model of organizational performance and change. These studies have addressed the relationships of culture to climate, leadership behavior and management practices to climate, and leadership behavior to organizational performance. Using multivariate statistics such as regression, linear (and some nonlinear) relationships, and how certain dimensions of the model influence other dimensions are being measured and analyzed.
Students in the workgroup are also working on organizational survey projects, creating new measures of executive leadership, and analyzing large datasets.
Learning Agility, of burgeoning interest in the field of organizational development, may be used to predict and understand how some leaders learn and develop more quickly than others. In 2012, Dr. Burke, along with several of his doctoral students, published a white paper with the Center for Creative Leadership (CCL) outlining their theory on Learning Agility. Since that time, many organizations have come forward and sought out Dr. Burke and his students and asked to use their Learning Agility tool, which is still under development. Dr. Burke hopes to use the finished Learning Agility tool for leadership development with organizations while also allowing researchers access to the tool in order to continually improve our collective understanding of the construct in the future. To contact Dr. Burke's research team about the state of the tool as well as potential future collaboration, please contact Dr. Warner Burke at email@example.com.
OD Practitioner Values study
Representative Publications & Panels:
Mitchinson, A., Gerard, N.M., Roloff, K.S., & Burke, W.W. (2012). Learning agility: Spanning the rigor-relevance divide. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 287-290.
Mitchinson, A., Gerard, N.M., Roloff, K.S., & Burke, W.W. (2012). Learning about learning agility. Best Paper Proceedings of the 2012 Meeting of the Academy of Management,Boston, MA.
Burke, W.W. (2012) Influential research and practice in ODC dynamics (panelist). Academy of Management Annual Meeting. August 6, Boston, MA.
Fudman, R., Roloff, K.S., Shull, A.C., Church, A.H., & Burke, W.W. (2013). Attitudes, motivators, values, and activities in the organizational sciences symposium, Society for Industrial and Organizational Psychology Conference, Houston, TX.
Shull, A.C., Church, A.H., & Burke, W.W. (2013). Attitudes about the field of organization development 20 years later: The more things change, the more they stay the same. In A.B. (Rami) Shani, W.A. Pasmore, R.W. Woodman, & D.A. Noumair (Eds.) Research in organizational change and development, Vol. 21 (pp. 1-28). Bingley, UK: Emerald Group Publishing, Ltd.
What determines whether conflict will move in a destructive or constructive direction?
This is the overarching question that has driven decades of research at the MD-ICCCR. While the answers to such questions are complex, we seek to identify the most fundamental factors that lead to qualitative differences in dynamics of conflict and peace. This research has spawned new insights and new research questions, including:
Coleman, P. T. (forthcoming). UnHero: A Counterintuitive Guide to Effective Leadership.
Coleman, P. T. & Deutsch, M. (2015). Morton Deutsch: Major Texts on Peace Psychology. Springer Books.
Coleman, P. T. & Deutsch, M. (2015). Morton Deutsch: A Pioneer in Developing Peace Psychology. Springer Books.
Coleman P. T., Deutsch, M. & Marcus, E. (Eds.). (2014). The Handbook of Conflict Resolution: Theory and Practice. 3rd Edition, San Francisco, CA: Jossey-Bass.
Coleman, P.T. & Ferguson, R. (September, 2014). Making Conflict Work: Harnessing the power of disagreement.
New York, NY: Houghton Mifflin Harcourt Publishing Company.
Vallacher, R., Coleman, P. T., Nowak, A., Bui-Wrzosinska, L., Liebovitch, L., Kugler, K. & Bartoli, A. (2013). Attracted to Conflict: The Dynamic Foundations of Malignant Social Relations. New York, NY: Springer.
Coleman, P. T. (Ed.). (2012). Conflict, Justice, and Interdependence: The Legacy of Morton Deutsch. New York, NY: Springer.
Coleman, P. T. & Deutsch, M. (Eds.). (July, 2012). The Psychological Components of a Sustainable Peace. New
Coleman, P. T. (2011). The five percent: Finding solutions to seemingly impossible conflicts. New York: Perseus Book Group.
Coleman, P. T., Kugler, K. G., Kim, R. and Vallacher, R. (forthcoming). Hoping for the best, preparing for the worst: Regulatory focus optimality in high and low-intensity conflict. International Journal of Conflict Management.
Coleman, P. T. (2018). Morton Deutsch (1920–2017). American Psychologist, 73(2), 198.
Coleman, P. T. (2018). Conflict intelligence and systemic wisdom: Meta-competencies for engaging conflict in a complex, dynamic world. Negotiation Journal, 34, 1, pp. 7-35.
Coleman, P. T. (2018). Ten major scientific contributions that promote a more just, peaceful and sustainable world. Negotiation Journal, 34, 1, pp. 105-116.
Coleman, P. T., Coon, D., Kim, R., Chung, C., Regan, B., Anderson. R., & Bass, B. (2017). Promoting constructive multicultural attractors: Fostering unity and fairness from diversity and conflict. Journal of Applied Behavioral Science.
Coleman, P. T., Kugler, K. G., and Chatman, L. (2017). Adaptive mediation: An evidence-based contingency approach to mediating conflict. International Journal of Conflict Management.
Webb, C. E., Coleman, P. T., Rossignac-Milon, M., Tomasulo, S. J., & Higgins, E. T. (2017). Moving on or Digging Deeper: Regulatory Mode and Interpersonal Conflict Resolution. Journal of Personality and Social Psychology. Advance online publication. http://dx.doi.org/10.1037/pspp0000131
Kim, R. and Coleman, P. T. (2015) The Combined Effect of Individualism – Collectivism on Conflict Styles and Satisfaction: An Analysis at the Individual Level. Peace and Conflict Studies, 22, 2.
Coleman, P. T., Kugler, K., Gozzi, C., Mazzaro, K., El Zokm, N & Kressel, K. (2015). Putting the peaces together: Introducing a situated model of mediation. International Journal of Conflict Management.
Coleman, P. T., & Kugler, K. G. (2014). Tracking Managerial Conflict Adaptivity: Introducing a Dynamic Measure of Adaptive Conflict Management in Organizations.Journal of Organizational Behavior. Online first publication.
Kurt, L., Kugler, K. G., Coleman, P. T., & Liebovitch, L. S. (2014). Behavioral and emotional dynamics of two people struggling to reach consensus about a topic on which they disagree. PLoS ONE, 9, 1-15.
Coleman, P.T., Kugler K., Bui-Wrzosinska, L., Nowak, A. & Vallacher, R. (2012). Getting Down to Basics: A Situated Model of Conflict in Social Relations. Negotiations Journal, 28(1), 7-43.
Vallacher, R., Coleman, P. T., Nowak, A., Bui-Wrzosinska, L. (2010). Rethinking intractable conflict: The perspective of dynamical systems. American Psychologist, 65 (4), 262-278.
Coleman, P.T., Kugler, K., Mitchinson, A., Chung, C.T., & Musallam, N. (2010). The View from Above and Below: The Effects of Power and Interdependence Asymmetries on Conflict Dynamics and Outcomes in Organizations. Negotiations and Conflict Management Research, 3 (4), 283-331.
Coleman, P.T., Vallacher, R.R., Nowak, A. & Bui-Wrzosinska, L. (Eds., 2010). Special Issue: Dynamical Systems Theory and Conflict. Peace and Conflict: Journal of Peace Psychology, 16 (2).
Coleman, P.T., Gray, B. & Putnam, L.L. (Eds., 2007). Special Issue: Intractable Conflict.American Behavioral Scientist, 50 (11).
Peter T. Coleman (2003). Characteristics of Protracted, Intractable Conflict: Toward the Development of a Metaframework-I . Peace and Conflict: Journal of Peace Psychology, 9(1).
This workgroup primarily but not exclusively focuses on issues of demographic diversity and discrimination in organizations. Emphasis is placed on using a variety of theoretical (e.g., social cognitive; legal; relational and organizational demography; person-environment fit) and methodological (lab studies, surveys) approaches to conduct research that helps us understand the role that a variety of demographic characteristics (e.g., age, sex, generational membership) play in the workplace. The implications of demographic diversity for decision making (e.g., selection) and organizational behaviors (e.g., communication, turnover) are explored. Attention is given to the role of individual, group, and organizational factors in understanding issues of demographic diversity and discrimination.
Racioethnic diversity matching and employment outcomes
This project explores the question, “How does the demographic composition of employees relative to those they serve interact to influence institutional outcomes?” We have obtained archival data that includes demographic information about students, faculty and outcomes of institutions of higher education. We are currently analyzing this data to understand how the racial profile of faculty may interact with the racial profile of students to impact student graduation and retention rates at multiple points in time. We are exploring this question using multiple statistical approaches (e.g., difference scores, interaction terms, polynomial regression) to best address our question.
Caregiving, stereotype violation and employment outcomes
We have conducted two experimental studies exploring the impact of caregiving (being a parent in Study 1 and an eldercare provider in Study 2) on perceptions and the employment outcomes of male and female employees in male-typed jobs. In both studies we manipulated the sex of the target employee, whether the employee’s performance was clearly competent, and whether the target engaged in a caregiving role (was a parent in Study 1 or eldercare provider in Study 2). Study 1 revealed that a male target whose competence in a male-typed job was described as unclear, was perceived more negatively than a comparable female target. Study 2 revealed a pattern of results that suggested that female targets who violated both descriptive (not clearly competent in a male typed job) and prescriptive (not engaged in a communal role) stereotypes experienced the least positive employment outcomes. Male targets who violated descriptive (not clearly competent in a male typed job) and prescriptive (provided eldercare) stereotypes were perceived as the least committed to the job (they did not experience more negative employment outcomes). We are reviewing the pattern of results across the two studies, considering how they relate to one another and whether they may suggest a need for a third study.
We are currently collecting and reviewing research related to diversity climate and inclusion in order to write a paper on “Diversity Climate” for the newly launched, “Oxford Research Encyclopedia of Business and Management. Oxford University Press is developing this online encyclopedia for researchers, teachers, and students interested in all facets of the study of Business and Management. This series is described as a dynamic and constantly evolving research tool that aims to fill the demand for high-quality, up-to-date scholarly reference materials in the digital environment. Our workgroup has conducted a comprehensive literature search, is currently summarizing the literature and critically analyzing previous measures of diversity climate that have been used in the literature.
HR for the Non-HR Manager
In 2004, Carol Kulik wrote a book on Human Resource Management (HRM) targeted toward line managers who must engage in HR related activities at work. We are now working together to write a revised version of this book. The original edition provided an overview of human resource activities for the non-human resource manager and the revised version will do the same. The overall organization of the book will follow a manager’s human resource activities from the initial recruitment and selection of new employees, through compensation and performance appraisal decisions, and ultimately to unpleasant but sometimes necessary disciplinary and termination actions. We are updating the material in the original chapters and adding chapters that address onboarding, training and development, and retention. There are several unique features of this book. First, this book is firmly grounded in the academic literature. Its content reflects the latest and most robust research findings in human resource management. Second, the book “translates” this academic literature into reader-friendly non-technical language and delivers practical guidelines to managers about how to apply research findings to their own organizations. The work group will be involved in helping the authors to update the book and the instructors’ manual.
Perry, E.L., & Mendelsohn, D. (2017, August). Organizational-level racioethnic matching: The case of college faculty and students. Academy of Management Annual Conference, Atlanta, GA.
VonNumers, S., Perry, E.L., & Mendelsohn, D. (2017, August). Faculty racial diversity and stakeholder outcomes: The important role of diversity climate. In, Y. Yang & Konrad, A. (Chairs), Diversity and Inclusion Management: Theory and Research at the Organizational Level of Analysis, Academy of Management Annual Conference, Atlanta, GA.
Mendelsohn, D., & Perry, E.L. (2016). Faculty gender diversity and university performance: The role of diversity climate. Proceedings of the 2016 Academy of Management Meeting, Annaheim, CA.
Ferraris, D.A., & Perry, E.L. (2016, August). Impact of providing eldercare on employee perceptions and outcomes: A matter of stereotype violation. Academy of Management Annual Conference, Annaheim, CA.
Roloff, K., Ferraris, D., Perry, E.L., & Johnson, B.K. (2012, August). Stereotype violation: A comparison of women and men employed in male-typed jobs. Academy of Management Conference, Boston, MA.
Information for Interested Applicants:
Please email Dr. Perry at firstname.lastname@example.org.
Workforce diversity: The experiences of underrepresented groups, and organizational workforce diversity initiatives.
Accent and Language Differences as Dimensions of Diversity in Organizations
The rising globalization of employment increases interactions between native and non-native speakers in the workplace. The proposed research examines the work experiences of non-native employees interacting with native speakers.
A common language is required for people from different nations and cultures to work together effectively. The rise in immigration, mobility, and cross-national work thus requires that many people work in a non-native language, resulting in differences in language fluency and accent at work. Accent is a part of one’s social identity and an important cue for social categorization on the part of listeners (Lev-Avi & Keyner, 2010; Rakic, Steffens, & Mummendey, 2011). Research in social psychology and communication has examined non-native accent as a social categorization cue, evaluating how it is perceived by native speakers. Decades of research in both English and non-English speaking countries have shown that non-native speakers are perceived more negatively than native speakers. Non-native speakers are judged by native speakers as less pleasant to listen to, as less intelligent, less loyal, less credible, and less competent. However, several studies have indicated that non-native speakers are aware of listener prejudice, and believe their accent is a source of tension at work. This work suggests that contexts where non-native speakers interact with native speakers are likely to be threatening. Our first study explores the strategies used by non-native speakers in interaction with native speakers, and the antecedents and consequences of those strategies. We are conducting both laboratory and field research in three countries (US, France, and Italy) to explore the generalizability of results. In the future, we plan to continue with research that will explore the effects of language and accent differences on team dynamics and effectiveness, and interventions to reduce the tensions produced by language and accent differences.
Diversity programs are popular in organizations, yet information on their effectiveness is contradictory and incomplete. If they are effective, why and under what conditions? We examine the theoretical rationale behind programs to try and answer these questions.
Roberson, L., & Kim, R. (2014). Stereotype threat research hits the sweet spot for organizational psychology. Industrial and Organizational Psychology: Perspectives on Science and Practice,.
Roberson, L., Kulik, C.T., & Tan, Y.R. (2013). Effective diversity training. In Q.M. Roberson (Ed.), The Oxford Handbook of Diversity and Work (pp. 341-365). New York: Oxford University Press.
Please contact Dr. Roberson at email@example.com
Dynamic Network Theory and Network Goal Analysis
Our research focuses on how social networks influence goal pursuit, performance, and emotional contagion in social, organizational, and international settings. Social networks permeate our lives, both in-person and online, such as through social networking and social media platforms (e.g., Facebook, Twitter, and LinkedIn). After years in development, our work has culminated in the development of dynamic network theory (DNT) to predict and understand the way social networks impact goal pursuits in various domains (Westaby, 2012). For example, individuals have used the theory to model the in-person networks involved in their pursuits to get jobs, start businesses, lose weight, run marathons, quit tobacco, and improve social and organizational systems, among many others. In contrast to the classic study of social network structure alone, DNT examines how a taxonomy of only 8 social network roles can explain the complex ways in which networks wield their influence on our goals, dreams, and aspirations at various levels. Network goal analysis (aka dynamic network charting) is another new contribution, which is grounded in the theory’s concepts.
Please see our Dynamic Network Lab’s website for much more information: www.tc.columbia.edu/dnl
Westaby, J. D., Pfaff, D. L., & Redding, N. (2014). Psychology and social networks: A dynamic network theory perspective. American Psychologist, 69, 269-284.
Westaby, J. D. (2012). Dynamic network theory: How social networks influence goal pursuit. Washington, DC: American Psychological Association.
Westaby, J. D., & Shon, D. (2017). Simulating the Social Networks in Human Goal Striving. In R. R. Vallacher, S. J., Read, & A. Nowak (Eds.), Computational models in social psychology (1st ed.). pp. 231-257. New York, NY: Psychology Press (Frontiers of Psychology series).
Westaby, J. D., & Echtenkamp, A. (2017). Humor and Organizational Networks: Functions and Dysfunctions. In C. Robert (Ed.), Humor in the workplace (1st ed.). pp. 45-59. Routledge.
Westaby, J. D., & Redding, N. (2014). Social networks, social media, and conflict resolution. In P.T. Coleman, M. Deutsch, & E.C. Marcus (Eds.), The handbook of conflict resolution: Theory and practice (3rd ed.). pp. 998-1022. San Francisco, CA: Jossey-Bass.
Westaby, J. D. (2005). Behavioral reasoning theory: Identifying new linkages underlying intentions and behavior. Organizational Behavior and Human Decision Processes, 98, 97-120.
Westaby, J. D., Probst, T. M., & Lee, B. C. (2010). Leadership decision-making: A behavioral reasoning theory analysis. Leadership Quarterly, 21, 481-495.
Westaby, J. D., Versenyi, A., & Hausmann, R. C. (2005). Intentions to work during terminal illness: An exploratory study of antecedent conditions. Journal of Applied Psychology, 90, 1027-1035.
Westaby, J. D., & Lowe, J. K. (2005). Risk taking orientation and injury among youth workers: Examining the social influence of supervisors, coworkers, and parents. Journal of Applied Psychology, 90, 1297-1305.