Nick Redding

Nick Redding

Nick Redding is a doctoral student in the Social-Organizational Psychology department at Teachers College, Columbia University, and a Project Coordinator for the Advanced Consortium on Cooperation, Conflict and Complexity (AC4) at the Earth Institute, Columbia University. Before coming to Columbia, he spent two years living in South Africa as a U.S. Peace Corps volunteer working in the area of HIV outreach and education. Past research experiences include investigating the properties successful trial outcomes and the placebo effect in clinical drug trials research at the Northwest Clinical Research Center, diversity assessment and campus climate at Eastern Washington University, and PTSD, gender roles and help-seeking behavior as part of his master’s thesis. Nick holds a Bachelor of Science degree in Psychology from Washington State University and a Master of Science degree in Clinical Psychology from Eastern Washington University.




Contact Nick Redding

Website: blogs.tc.columbia.edu/icccr/blogger-bios/

Articles and Video:

Conflict Expression: Moving from the ‘What’ to the ‘How’ in Assessing Conflict in the Workplace (10/31/14)
In both research and practice, conflicts at work are often categorized based on what they are about: conflicts over the actual work that is being done (i.e. task), disagreements over how team members should work together (i.e. process), or conflicts resulting from personal differences (i.e. relationship).

Do Unethical Leaders Foster Conflict Among Followers? (09/05/14)
Recent events, such as the BP Gulf of Mexico oil spill, questionable accounting practices at Enron, and illegal hiring practices among Silicon Valley’s most prominent companies, are just a few among many examples of unethical organization leadership practices today.While the impact of unethical leadership practices on local communities is often times immeasurable, what is less well understood is the impact of this type of leadership inside the organization. Specifically, how does unethical leadership impact those individuals working under it?

At Work, Our Mental Models of Conflict Matter (03/21/14)
The way we think about conflict matters. These “mental models” of conflict influence the strategies we employ when we are engaged in conflict. Our models are influenced by our personality, life experiences, and general orientation to the world around us. In turn, they impact how others will react to us, influencing the likelihood of reaching more or less constructive outcomes.

Task and Relationship Conflicts in Teams in WorkplaceMediation (12/07/13)
Teams are an essential component of organizational life. In order for a team to get anything done, it’s members must find a way to work together effectively. Conflict practitioners commonly recognize three forms of conflict in teams: 1) task conflicts are disagreements over what the team is supposed to accomplish, 2) relationship conflicts occur when disagreements between members become personal, and 3) process conflicts

Tolerating Extreme Views (09/13/13)
This article shows how the media can contribute toward acceptance. Well-thought out entertainment can hinder or encourage understanding differing points of view.

Individual Admiration for Dominant Groups (07/08/13)
Does our admiration for powerful and dominant groups maintain the social hierarchy? This is the question explored in a recent a study. The stud authors describe previous research suggesting that emotions play a key role in the maintenance of relationships between groups, and more specifically, that emotions such as anger and admiration influence whether groups will challenge dominant groups within the social order.

From Hate and Harm to Aid and Advocacy (07/07/13)
We begin our conversation on matters digital and online by looking at how Angelo’s father in particular networked socially in the world of brick and mortar, and how this shaped the author’s take on online social networking and new media.

It’s Nothing Personal: The Constructive Potential of Conflict Within Teams (03/01/13)
The study of conflict within teams is a hot topic among organization scholars and practitioners. Traditionally, the major distinction in team conflict has been between conflicts about members’ relationships, or those concerning the task of the team. Relationship conflicts are disagreements between members originating in differences in personality or mismatched values and norms for behavior.

Nurturance or Protection: Understanding the Motivations of Intimate Partners in Conflict (11/14/11)
A recent study investigated the role of regulatory focus for romantic partners in conflict. In a romantic relationship, while each partner may strive for a satisfying relationship, the motivational reasons for doing so may be quite different.