Managing Risk in Communication Encounters

Vincent R. Waldron is Professor of Communication Studies at Arizona State University, where he teaches courses on communication in work and personal relationships. Professor Waldron received his Ph.D. from Ohio State University in 1989. Dr. Waldron's research explores how employees manage difficult workplace encounters, such as expressing intense emotion, exercising upward influence, and repairing damaged relationships. The author of two previous books on these subjects, Professor Waldron has published his work in such outlets as the Journal of Social and Personal Relationships, Management Communication Quarterly, and Communication Yearbook. Vince Waldron has been recognized as a Professor of the Year by the Carnegie Foundation for the Advancement of Teaching. He is chair-elect of the Interpersonal Communication Division of the National Communication Association. With his wife Kathleen and daughters Emily and Laura, Vince Waldron resides in Phoenix, Arizona. Jeffrey W. Kassing is an Associate Professor of Communication Studies at Arizona State University where he teaches graduate and undergraduate organizational, applied, and environmental communication courses, as well as research methods. He earned his Ph.D. from Kent State University with an emphasis in organizational communication in 1997. Dr. Kassing's primary line of research concerns how employees express dissent about organizational policies and practices. This work, which began with his dissertation and development of the Organizational Dissent Scale, now spans over a decade and appears in numerous scholarly outlets including Management Communication Quarterly, Communication Quarterly, Communication Studies, The Journal of Business Communication, and The International Encyclopedia of Communication. Before seeking a career as an academic, Dr. Kassing worked as an office manager in the real estate industry, as an area coordinator in residence life at a state college, as sales agent in the bicycle business, and as a professional house painter.

1. Introduction: A Theoretical Model for Managing Workplace Risk The Anatomy of Workplace Risk Forms of Risk A Communicative Approach to Risk A Risk Negotiation Framework 2. Delivering and Seeking Feedback Why is Delivering and Seeking Feedback Important? Key Research Studies Negative Feedback and the Risk Negotiation Cycle 3. Managing Emotion Why is Managing Emotion Important? Key Research Studies Coping with Emotion and the Risk Negotiation Cycle 4. Resisting Bullying and Harassment Why is Resisting Bullying and Harassment Important? Key Research Studies Resisting Workplace Bullying and the Risk Negotiation Cycle 5. Negotiating Workplace Relationships Why is Negotiating Workplace Relationships Important? Key Research Studies Managing Workplace Relationships and the Risk Negotiation Cycle 6. Monitoring Organization Romance Why is Monitoring Organizational Romance Important? Key Research Studies Monitoring Organizational Romance and the Risk Negotiation Cycle 7. Dealing with Difference Why is Dealing with Difference Important? Key Research Studies Dealing with Difference and the Risk Negotiation Cycle 8. Expressing Dissent Why is Expressing Dissent Important? Key Research Studies Expressing Dissent and the Risk Negotiation Cycle 9. Proposing New Ideas Why is Proposing New Ideas Important? Key Research Studies Proposing New Ideas and the Risk Negotiation Cycle 10. Responding to Difficult Team Members Why is Responding to Difficult Team Members Important? Key Research Studies Responding to a Difficult Team Member and the Risk Negotiation Cycle 11. Conclusion: Risk and Next Generation Challenges Relational Risks Organizational Risks Societal Risk Risk Revisited