Regina Kim

Regina Kim

Regina Kim is a doctoral student in Social-Organizational Psychology at Teacher’s College, Columbia University.  She graduated from Smith College with a B.A in Psychology and East Asian Literature and received her master’s degree in Organizational Psychology from Yonsei University, South Korea.  Regina worked as a researcher at institutions like Children’s Hospital Boston, Harvard Medical School and Langley Porter Psychiatric Institute at UC San Francisco. She also has experiences in consulting nonprofit organizations in the domains of conflict resolution and intercultural communication. Currently, she is conducting a research that examines cross-cultural differences in value orientations for power distribution and type and degree of interdependence on managing conflict at work.  Her research interests include conflict resolution, organizational justice and culture.




Contact Regina Kim

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

Articles and Video:

Is Being Adaptive in Conflict Better than Being Purely Cooperative? (08/15/14)
Recent studies have shown that being adaptive in conflict situations (employing resolution strategies that fit with different types of situations) is associated with more satisfaction with conflict outcomes and well being at work than using cooperative approaches. This finding largely contradicts decades of research showing that more cooperative forms of negotiation, mediation and conflict management work best at work. Coleman & Kugler (in press) found that managers and executives who were adaptive – or had the capacity to use various conflict strategies (i.e. benevolence, dominance, support, appeasement, autonomy) in a way that fit the demands of the situations they faced were more satisfied with their conflict outcomes and processes.

Contact is Good (11/08/13)
Intergroup conflicts are prevalent in our society. In organizations, we often see tension between departments, units, workgroups and teams. Although workgroup relations in organizations should be cooperative and allow for positive intergroup contact, they have been found to provide fertile ground for intergroup conflict. Such conflicts have been shown to negatively affect employee well-being because they contribute to bullying and stress.

Can Assertive Behaviors in Negotiation be Viewed as Feminine? (08/16/13)
Are female negotiators penalized for asserting too much? Our experiences and past research seem to indicate yes. However, for women to be perceived as competent they must be able to act agentically (in a self-focused manner), despite the fact that studies show that agentic women are routinely penalized and seen as socially unlikable. As a result, women are less likely to engage in assertive negotiation behavior because they fear negative judgments.

Moral Exclusion at the Workplace: When Differences in Values Lead to Abusive Supervision (10/02/12)
Whenever there is an international or inter-ethnic conflict, whether it’s in the form of a war, invasion, exploitation, or terrorism, we often hear about the phenomenon of moral exclusion (Opotow, 1990).

Why Is Everyone So Competitive? It’s Not Them, It’s Us! (04/02/12)
Not surprisingly, when a cooperator interacts with another cooperator in conflict, he cooperates with the other to reach an outcome that is beneficial to both of them. And when a competitor interacts with another competitor, she competes against the other to reach an outcome that is most beneficial to her.