Campaign for the Future of IACM
Linda L. Putnam, 2023-2024 Campaign Chair, IACM Board
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The International Association of Conflict Management has a rich history and holds a special place in the lives and careers of so many scholars. Dedicated to the exchange of information and ideas about social conflict, IACM has remained a multi-disciplinary and very international organization since its inception in 1987.
In celebrating the many accomplishments of IACM, it is time to look ahead and make a strong commitment to the future of the association. To this aim, the Board has authorized the 2023-2024 Capital Campaign with the following key features:
- To create an Endowment Fund of $50,000 that will:
- support the doctoral workshop in future years and the scholarship of graduate students and young academics who study conflict management
- foster research excellence in the next generation of scholars
- To promote long-term giving to the Association
Rationale: The goal of this campaign is to ensure the success of the next generation of conflict management scholars through annually hosting a doctoral workshop, supporting graduate student travel, and fostering the professional development of young scholars. To date, IACM has relied on outside funding to support these activities and these funds are limited.
Ways to Give: Donations can be made to IACM by check (made payable to International Association for Conflict Management, please write 2023-2024 Campaign in the memo line), credit card, cash, IRA transfers, or donation of royalties or stocks. Online donations can be made by following this link: https://form.jotform.com/230888939309069). For IRA transfers and donation of royalties/stocks, please contact Brandon Charpied brandon@iafcm.org. As a 501(c)3 organization, all contributions are tax deductible to the extent allowable under the law. The tax identification number for IACM is: 27-2088086.
Memorial Gifts: Individuals can make gifts in honor or memory of colleagues or loved ones. To make a gift in this manner, please complete the online gift form at the link provided above, filling in the name of the person you wish to honor. To have an acknowledgment sent for a memorial gift, please provide the name and address of the person(s) to receive this information. Memorial gifts may also be made anonymously.
Please make any donations large or small to help IACM secure its future through the goal of creating an endowment to support the doctoral workshop and the research of young scholars.
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Join Us at IACM 2023 in Thessaloniki, Greece |
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For general preliminary information on the conference, refund policy, and more, click here.
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In Memory and Celebration of Donald E. Conlon
Linda Putnam, Nicholas Hays, Bruce Barry, and Peter Carnevale
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The field of conflict management lost an incredible scholar, an IACM leader, and a beloved friend who passed away on January 16, 2023 after a courageous battle with cancer. Don E. Conlon was the Gambrel Family Endowed Professor and chair of the Department of Management at Michigan State University. Admired by dispute resolution colleagues around the world, he was also a President of IACM (2001-2002), an IACM Fellow (elected in 2018), and past chair of the Conflict Management Division of the Academy of Management (AoM) (1995-1996). As a highly innovative researcher who published over 60 articles on mediation, negotiation, organizational justice, and team conflict, Don inspired all of us through his curiosity, generosity in spirit, leadership, and fun-loving approach to life. He not only had fun in his teaching, research, and career activities, but everyone around him did, too.
At Michigan State University, Don was beloved by all of his colleagues. Given his many professional accomplishments, Don received the two most prestigious awards given to MSU professors—the John D. and Dortha J. Withrow Endowed Teacher-Scholar Award (2014) and the William J. Beal Outstanding Faculty Award (2021). In his role as department chair for over two terms, he oversaw the introduction of new degree programs and the improvement of existing ones. More than his strategic leadership, however, Don was interested in people. He enjoyed stopping by people’s offices to get input on his plans for the department and the events of the day. He enjoyed discussing research ideas with faculty and PhD students, including with his strategy colleagues and people from other departments. And, as the department’s “social chair”—in true Don fashion—he was the lead instigator of lunches and happy hours within the department.
As a devoted IACM member, Don began attending IACM conferences in Leiden, Netherlands in 1988. This involvement paved the way for over 30 IACM conference papers, membership on the Board of Directors (1993-94, 1998-99) and a major role in shaping the fun-loving, interdisciplinary character of IACM. During his presidential year, Don planned a highly successful and thoroughly fun conference in Bonn, Germany. Don’s passion for mentoring students and connecting colleagues permeated his participatory role in three doctoral consortia and four pre-conferences on “Negotiating Your First Job Offer” for IACM as well as the Academy of Management. In these sessions, he employed an amazing gift of making everyone feel special and welcomed. In addition, he was an Associate Editor for the Academy of Management Review and served since 2009 as the editor of Justice & Negotiation, an ejournal of the Social Science Research Network. He also served on the editorial boards of nine journals, including Negotiation and Conflict Management Research and International Journal of Conflict Management.
Importantly, Don published insightful articles in multiple arenas of conflict management. His early work, growing out of his dissertation at the University of Illinois in 1989, focused on third party intervention, especially disputant perceptions of mediator behaviors, contractual and emergent interventions, and community mediation. He and his co-authors also examined expectancies across negotiation episodes, the mind and heart of negotiators, and vigilance in negotiation. He developed novel combinations of arbitration and mediation in his pioneering work on hybrid forms of dispute resolution (Ross & Conlon, 2000) and he examined the unique experiences of intense conflicts in teams and work groups (Murnighan & Conlon, 1991; Sinha et al., 2016). Don even served as a mediator in an intellectual debate that appeared in Negotiation Journal between two of his University of Illinois mentors, which led to a wonderfully fun collaboration and publication (Conlon, Carnevale, & Murnighan, 1994).
Making connections across the field, as Don brilliantly did, led him to integrate negotiation/mediation research with organizational justice studies, particularly in focusing on salary negotiations, gender differences, and decision rules. In this arena, Don and his colleagues produced a number of conflict management classics, such as meta-analytic reviews of 25 years of justice research (Colquitt, Conlon, Wesson, Porter, & Ng, 2001), looking forward and looking back on organizational justice (Nowakowski & Conlon, 2005), and revisiting organizational justice a decade later (Colquitt et al., 2013).
In addition, his publications were known for their methodological diversity and creativity. Drawing on his expansive curiosity, Don embraced engaging topics in novel contexts, including the interpersonal justice of cruise ship passengers, conflict in punk and new wave rock bands, and team conflicts in NASCAR pit crews and British String quartets. Readers are also drawn to the enticing titles of his articles, for example, “The power of phantom alternatives in negotiation: How what could be haunts what is” (Pinkley, et al., 2019). In effect, in the world of academia, Don was a breath of fresh air—a colleague who had fun and inspired others with his fascinating and thought-provoking research.
At our conference this summer in Thessaloniki, IACM will honor Don’s life and legacy in several ways. First, inspired by Don’s career, the Board of Directors approved a new award, the IACM Outstanding Mentor Award. This award will recognize individuals who have served as mentors and role models for students and faculty in the conflict management community. In light of Don’s devotion to community building and mentoring, he will be the first recipient of this new award, posthumously. Second, the IACM Fellows will honor Don in their annual panel session (open to all) which is scheduled for Monday, July 10 at 3:30 p.m. They envision this session as an informal, upbeat, and interactive celebration of Don as colleague, scholar, IACM leader, mentor, and friend. There will be very brief remarks from a few individuals, but we will have plenty of time for anyone who wants to say something.
References
Conlon, D.E., Carnevale, P. J., & Murnighan, J. K. (1994). Intravention: Third-party intervention with clout. Organizational Behavior and Human Decision Processes, 57: 387-410.
Colquitt, J. A., Conlon, D. E., Wesson, M., Porter, C., & Ng, K. (2001). Justice at the millennium: A meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology, 86: 425-445.
Colquitt, J. A., Scott, B. A., Rodell, J. B., Long, D. M., Zapata, C. P., Conlon, D. E., & Wesson, M. J. (2013). Justice at the millennium, a decade later: A meta-analytic test of social exchange and affect-based perspectives. Journal of Applied Psychology, 98: 199-236.
Murnighan, J. K., & Conlon, D. E. (1991). The dynamics of intense work groups: A study of British string quartets. Administrative Science Quarterly, 36: 165-186.
Ross, W. H., & Conlon, D. E. (2000). Hybrid forms of third party dispute resolution: Theoretical implications of combining mediation and arbitration. Academy of Management Review, 25: 416-427.
Pinkley, R. L., Conlon, D. E., Sawyer, J. E., Sleesman, D. J., Vandewalle, D., & Kuenzi, M. (2019). The power of phantom alternatives in negotiation: How what could be haunts what is. Organizational Behavior and Human Decision Processes, 151: 34-48.
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Ode to Don Conlon
Robin Pinkley and Michele Gelfand
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No story, picture, experience, or analogy can capture the breadth, depth, and complexity (without being complicated) of who Don Conlon was and will remain in our hearts, thoughts, and souls. But if one could exist, the closest analogy might be a light house. The light from that lighthouse would be bright enough to be seen from space, because of the monumental impact his scholarly work has had on us all and the generations of scholars to come. Even more so, however, because of the human being, partner, parent, mentor, coauthor, and friend he was.
As we all know, Don Conlon was very tall, a characteristic he enjoyed greatly and used to make fun of himself. At every conference he would pretend to bang his head on a stop sign. That joke never got old for him and so it never got old for us. It is unlikely that a smaller body could contain his giant brain and even bigger heart. Like a lighthouse that shines its light on the boats below, Don felt his primary responsibility in life was to keep those around him safe. This was not limited to the many junior scholars he mentored; it was true for everyone who had the privilege of knowing him. For those who stayed out at night with him in cities throughout the world, he somehow became the guide (even when he had never been there before) and he made sure that no one was left behind, walking miles at times to escort everyone to their respective hotels. His beam was so bright that his spirit remains in us all and can be seen in the smile of those who knew him best, in the way that people support their coauthors, and in the many traditions of fun he began, that remain.
Don inspired us to live the “Don Way,” meaning with constant joy; a thirst for travel, baseball games, concerts, music, and yes libations; excitement at every new experience; and gratitude for the work that he loved, his closeknit family, the students and coauthors who inspired him (and he inspired back), and the thousands of friends who could count on him to keep their secrets, provide candid but gracious advice, a shoulder to cry on, and constant laughter. Even throughout his extremely difficult illness, he was still the leader of our pack, taking care of us, and making sure we were living our best lives. Some might say his light has gone out, but that would be false. Don has and will forever remain in the lessons he taught us all, the smile on our faces when he comes to mind, the stories that make us laugh, and the tears that remain in his absence. The greatest compliment one could receive is to be told that they remind you of Don. We thank you dear man for it all. We are better having known you. Don is living within all of us, and we each are carrying his beautiful personhood with us every day. You will forever be reflected in our interactions with one another, the hugs we share, the ideas and work that inspires us, and in our joy of life. Now you know the unknowable secrets of life. We know that someday you will teach us those too.
“Sometimes, sometimes you don’t say goodbye once. You say goodbye over and over and over again.” Mike Shinoda, “Over Again”
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What Are Ombuds and Why Does Every Organization Need One?
w/ Natalie Landau Gibson
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Tuesday, June 16th
Speaker: Natalie Landau Gibson
Ombudsperson, UCLA
Moderated by Brandon Taylor Charpied
The role of the Ombudsman in the field of conflict resolution and conflict management is one that has deep roots and has significantly adapted and grown its presence all over the world. This virtual seminar will cover the history of the Ombuds profession, the foundational principles of practice, and an overview of its more modern evolution. While Ombuds programs exist in various forms in different countries and across sectors of society, the focus of this presentation will be on Organizational Ombuds in particular, how they practice within institutions in the United States, and the value that they add. Participants will also gain an understanding of how the International Association for Conflict Management has engaged with the Ombuds field, and what it means for the IACM community to have an ombuds available.
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New Book by IACM Fellow Dan Druckman
Negotiation, Identity and Justice: Pathways to Agreement
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In his most recent book Dan Druckman takes the reader on a journey through the three parts of his career: research institutes, consulting firms, and universities. Across the span of his professional years, Dan worked at 16 institutions and has been a mainstay at IACM. An interesting feature of the book is how he managed to weave a triad of overarching themes into this diversified inter-disciplinary career. From his days in graduate school to the present, he has been intrigued by issues of negotiation, identity, and justice. These themes have been pursued assiduously in experiments, case studies, reviews, theory development and in conflict management practice. They are on display in the articles selected for inclusion, ranging from early, middle, and later career contributions and spanning an array of methods, theories, and framework-driven analyses of complex processes. He also provides rare glimpses of behind-the-scenes networks, sponsors, and events with personal stories that make evident that there is more to a career than what appears in print. A concluding section looks back on how his career connects to classical ideas and the value of an evidence-based approach to knowledge generation. He also looks forward to directions for future research in six areas. For young and established scholars alike, there is much to be learned about the career challenges faced and decisions made by Dan. Dean Pruitt sums up the contributions in his quote: “informative and inspirational reading throughout.” Click here to learn more about the book.
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Negotiation & Conflict Management Research |
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Negotiation and Conflict Management Research
Issue 16(2) Table of Contents
Kleshinski, C. E. & Wilson, K. S. & DeRue, D. S. & Conlon, D. E.
Kaiser, P. & Eisenkopf, G. & Gabler, A. M. & Lehmann, F. L.
Bhatia, N. & Chow, R. & Weingart, L. & Diabes, M.
Häusser, J. A. & Halfmann, E. & Hüffmeier, J.
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SiGNAL Newsletter Editor, Dejun "Tony" Kong |
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A special thanks to Dejun "Tony" Kong for his efforts as Editor of the SiGNAL Newsletter. Don't forget that we have our SiGNAL Archive at iafcm.org where you can find our newsletter dating back to 1986!
Dejun “Tony” Kong, Ph.D.
Incoming Associate Editor, Journal of Management
Associate Editor, Journal of Organizational Behavior
Associate Professor of Organizational Leadership
Leeds School of Business
University of Colorado Boulder, USA
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Questions or Comments? Please contact IACM Executive Director Brandon Charpied.
Brandon Charpied
IACM Executive Director
+1 (843) 855-0301 (Cell/Text/WhatsApp)
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International Association for Conflict Management
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