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Managing Risk in Communication Encounters

Managing Risk in Communication Encounters
Strategies for the Workplace

July 2012 | 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

Vincent R. Waldron

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... More About Author

Jeffrey W. Kassing

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... More About Author

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ISBN: 9781412966672

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