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Managing Risk in Communication Encounters
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Managing Risk in Communication Encounters
Strategies for the Workplace



April 2010 | 272 pages | SAGE Publications, Inc
Focusing on risky interactions, the book centres on those interactions that threaten identities and relationships and sometimes careers such as: practising dissent; repairing broken relationships; managing privacy; responding to harassment; offering criticism and communicating emotion.

In doing so the text helps students understand types of work situations that are both ethically challenging and personally risky while presenting a theoretical model to help them: integrate existing research, analyze situations, and generate new questions.

 
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

 

This text covers many topics that are important for employees at entry-level, supervisor, and management positions. It is well written; while accessible to undergraduates, it has sufficient depth for graduate courses. The case studies at the end of the chapters have thought-provoking and thorough questions - perfect for assignments that require critical thinking and the application of the authors' model. Each chapter's application of the RNF model will enable my students to develop the skills and understanding necessary to successfully employ it in their future work (and personal) settings. Great book - the right blend of theory and practical application.

Professor Eric Teoro
Business, Lincoln Christian University
April 1, 2010

Sample Materials & Chapters

Ch 3. Managing Emotion

Ch 8. Expressing Dissent


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