In addition to giving talks and interviews, our principals have authored and co-authored ground-breaking books and articles in organizational behavior and conflict.


TEDx Talk: Free Yourself When Conflict Resolution Fails

Jennifer Goldman-Wetzler

Are you struggling with conflict at work, home or in the world? In this TEDx Talk, ASG founder Dr. Jennifer Goldman-Wetzler shows us how to free ourselves even when conflict resolution seems impossible. Using an inspiring personal example, Jennifer helps us see that when our attempts to resolve conflict fail, we can free ourselves by doing something different and taking pattern-breaking action. She demonstrates three practices: mapping out the conflict; honoring shadow values; and listening to our emotions, and how they can help you free yourself from conflict even without anyone else’s cooperation.

Watch the video on YouTube

Talk @ Google: Conflict Mastery

Jennifer Goldman-Wetzler

If you have ever:

· Tried to resolve conflict and failed

· Tried to resolve conflict and it worked for a short time, and then it failed

· Avoided a conflict, but then it got so big you wished you’d dealt with it sooner

· Gotten blind-sided by a conflict– it came seemingly out of nowhere

· Said things you wish you hadn’t

· *Not* said things you wish you had…

…watch this talk on youtube given at Google where Dr. Jennifer Goldman-Wetzler demonstrates the seven key practices to becoming a conflict master. Jennifer offers an approach designed to revolutionize how you engage with difficult conflicts in the workplace, at home, and in the community. In this talk, learn how to: change your perspective to get the results you seek; turn difficult emotions from a liability into an asset; make differing values work *for* you rather than against you; prevent disasters and ensure positive long-term outcomes; and courageously and productively speak and listen, even when that seems impossible.

Watch the video on YouTube

Optimal Outcomes: Solve the Unsolvable – Even Without the Other Side’s Cooperation

Jennifer Goldman-Wetzler

This talk brings to life the concepts in Dr. Jennifer Goldman-Wetzler’s forthcoming book, “Optimal Outcomes,” and introduces a set of practices that allow you to free yourself from even the toughest situations and conflicts – at work, at home, and in public life – even without cooperation from the other side. Jennifer discusses how to identify what undermines your ability to solve the problem, discover new levers for change, harness difficult emotions, imagine and test sustainable optimal outcomes, and take the pattern-breaking actions required to bring lasting transformation. Through the Optimal Outcomes Method, Dr. Goldman-Wetzler offers practices and tools to transform relationships, teams, and organizations.

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TEDx Talk: The Power of Paradox

Wendy K. Smith

In our complex, hyper-competitive and global world, organizational leaders increasingly face tensions and competing demands. In this TEDx talk, Dr. Wendy K. Smith provocatively suggests that great leaders embrace competing demands simultaneously – they adopt a paradoxical approach (rather than staying steadfast in the face of such tensions). Wendy highlights the nature of paradoxes, and strategies for effectively embracing them.

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Lifehacker Podcast: How to Be a Good Boss

Jennifer Goldman-Wetzler interviewed by Melissa Kirsch and Alice Bradley

All too frequently, people who are good at making a thing get promoted to be the supervisors of the people making the thing—without any training as to how to lead. So how do you become a good boss? Do you pick up leadership skills on the job, or is special coaching required? In this podcast, alongside the New York Times Workologist Rob Walker, and Basecamp CTO David Hansson, Jennifer Goldman-Wetzler tells how she helps bosses be the best they can be.

Listen to the podcast

Interview with GDA Podcast

Jennifer Goldman-Wetzler interviewed by Kyle Davis

In this podcast interview, Dr. Jennifer Goldman-Wetzler discusses her career as an executive coach, her upcoming book, and ways to manage conflict in the workplace.

Listen to the interview and read the transcript

Expert Interview on

Jennifer Goldman-Wetzler interviewed by Julian Portilla of Beyond Intractability

This is an expert interview highlighting Dr. Jennifer Goldman-Wetzler’s conflict management practice and her research on the role of humiliation in exacerbating long-term conflicts.

Listen to the digital recording and read the transcript

Interview with Love in Action Podcast

Jennifer Goldman-Wetzler interviewed by Marcel Schwantes

In this podcast interview, Dr. Jennifer Goldman-Wetzler discusses how you can experience conflict freedom.

Listen to the podcast


The Handbook of Conflict Resolution: Theory and Practice, Third Edition

by Morton Deutsch, Jennifer Goldman-Wetzler & Christine Chung

This book chapter outlines a framework for successfully conducting field research and evaluating conflict resolution initiatives.

Buy the book on Amazon

Emotions in Long-term Conflict

by Jennifer Goldman-Wetzler

This book presents original research examining the links between the emotions of humiliation and anger with blame, aggression and depression. The book suggests that reactions to humiliating events involving collective-level identity characteristics (such as race, religion and nationality), as compared to personal-level ones, produce more externally-focused angry and aggressive responses.

Buy the book on Amazon

Selected Articles

8 Communication Mistakes Leaders Still Make

by Carla Rudder featuring Dr. Jennifer Goldman-Wetzler

Information Technology leaders know strong communication skills are important. Improving takes continued practice – and requires acknowledging mistakes when you make them.

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“Both/And” Leadership

by Wendy K. Smith, Marianne W. Lewis & Michael L. Tushman

Great organizations don’t just survive – they thrive. Today’s accomplishments catapult tomorrow’s successes. Local achievements build toward a global triumph. Energized employees and enthusiastic clients spark financial successes. The problem is that most organizations don’t thrive – many don’t even survive. Instead they become mired in ongoing conflicts, tensions and challenges that leave them stuck trying to move forward, which can ultimately result in decline and demise. Efforts for today constantly compete with experiments for tomorrow. Local initiative is completely at odds with global integration. In our research with companies over the last 20 years, we have developed an alternative model showing leaders how to embrace, rather than solve, paradoxes. The model involves changing your leadership approach as well as shifting your organization’s practices.

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The Ambidextrous CEO

by Michael Tushman, Wendy Smith & Andrew Binns

In a hypercompetitive world, organizations must manage innovation and change while simultaneously enabling stability and efficiency. Drawing on research across 12 top management teams, Tushman, Smith and Binns argue that effectively doing so requires leaders to be ‘ambidextrous’. They describe what effectively ambidextrous leaders do and how they organize and support their senior leadership teams.

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Resolving Tough Conflicts - One competency at a time

by Jennifer Goldman-Wetzler

For all its successes, principled negotiation has its limitations. This article outlines a new framework called CIVIC, which aims to enable organizations to effectively deal with persistent conflicts. CIVIC is an acronym for the five elements leaders need to pay attention to in order to transform difficult conflicts: complexity, interconnectedness, values, imagination and courage.

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Paradoxical Leadership to Enable Strategic Agility

by Marianne Lewis, Costas Andriopoulos & Wendy Smith

As leaders seek agility and competitive, they face tensions around stability vs. flexibility, commitment vs. change, established routines vs. novel approaches. Drawing from five exemplary organizations, this article highlights how leaders engage these tensions simultaneously, with practices such as proactively identifying and raising tensions, avoiding traps of anxiety and defensiveness, and consistently communicating a both/and vision.

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Emotional intractability: Gender, anger, aggression and rumination in conflict

by Peter Coleman, Jennifer Goldman-Wetzler & Katharina Kugler

This article presents the findings of a study on how people’s gender-role identities affect their perceptions of a victim in conflict, and how these perceptions affect the negativity and aggressiveness of their responses and the degree to which they ruminate and remain hostile over time.

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The Yin and Yang of Management

by Wendy Smith & Marianne Lewis

Conventional training advises that when leaders face with competing demands, they should make tough choices and maintain a focused commitment. Yet in their recent research, Smith and Lewis challenge that idea, instead finding that great leaders are able to engage competing demands simultaneously and embrace inconsistency. These leaders are consistently inconsistent. This article brings together various streams of research to demonstrate the value of embracing the both/and, rather than leading for the either/or.

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What we don’t know can help us: Eliciting out-of-discipline knowledge for work with intractable conflicts

by Jennifer Goldman-Wetzler & Peter Coleman

This article presents the results of a study in which the authors interviewed diverse experts in fields outside the traditional conflict domain about intractable conflicts. The purpose was to gather their frame-breaking insights. The article examines the findings—from how Biblical metaphors can promote reconciliation, to how to create an independent, international facilitation corps.

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Building a Compliance Culture

Risk Assistance Network + Exchange (RANE) featuring Dr. Jennifer Goldman-Wetzler

Culture risk assessment is now an important component of ongoing risk management. Because an unhealthy culture can directly translate into human capital issues, reputational damage, and compliance risk, the ability of corporate leadership to set a vision for company culture that is adhered to on all levels is paramount.

Gaining visibility into your culture and how to measure it are relevant goals for any regulated company, but particularly for financial services firms in light of FINRA’s 2016 Regulatory and Examination Priorities. In the face of increasing regulatory scrutiny, firms need a programmatic approach to measuring and managing culture risk proactively to drive cost-effective actions.

While most companies appreciate the overall importance of a healthy company culture, fewer understand how to evaluate and improve it. Recently 92 percent of CEOs said culture is important, but only 15 percent said their culture is where they want it to be.  This article provides important insights about how to build an organization-wide compliance culture.

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Making a Culture of Compliance Pay Off

Cultivating and maintaining a company’s culture of compliance is becoming more and more crucial to its success. Yet this understandably comes with a cost. Companies need to invest in both staff and technology to help implement this culture. The cost of not making such investments, however, is becoming more and more apparent.

RANE spoke to three experts about how companies can build the right foundation for a culture of compliance and why it’s so important to a company’s bottom line for them to do so.

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