Linda Putnam
Professor, Chair
Area of Emphasis:
Organizational Communication, Negotiation and Conflict Management, Labor Unions, Discourse and Organizations, Gender Studies in Organizations
Linda L. Putnam joined the Department of Communication at Santa Barbara in August 2007 after serving as a Regent’s Professor and as the George T. and Gladys H. Abell Professor of Communication at Texas A&M University. At Texas A&M, she was also Department Head (1993-1998) and Director of the Program on Conflict and Dispute Resolution in the Bush School of Government and Public Service (1998-2003). Prior to her appointment at Texas A&M, Dr. Putnam was a faculty member in the Department of Communication at Purdue University (1977-1993). She received her Ph.D. in Communication from the University of Minnesota in 1977 and her M.A. from the University of Wisconsin in 1968. Her research focuses on negotiation and conflict management in organizations, discourse studies in organizations, and gender and negotiation. Her early research centered on communication strategies and tactics in teacher’s bargaining. Using a discourse lens, this early work also examined arguments, narratives, and rituals in labor negotiations. Her research on gender applied a feminist lens to rethinking organizational theories and traditional bargaining and her discourse work in organizations highlighted the contradictions and dialectics that emerged in formal negotiations and organizational communication.
Dr. Putnam’s recent research analyzes conflict framing in multiparty environmental disputes, especially in the ways that different stakeholders make sense of complex, seemingly intractable conflicts. To fund this endeavor, she has received grants from the National Science Foundation, the Environmental Protection Agency, and the William and Flora Hewlett Foundation. She has presented keynote and invited addresses in Brazil, Denmark, Mexico, Germany, the Netherlands, Korea, and Australia and served as an external reviewer for communication programs in the U.S., Europe, and Australia.
Dr. Putnam is a Fellow of the International Communication Association and a Distinguished Scholar of the National Communication Association. She received the 2011 Lifetime Achievement Award from the International Association for Conflict Management and the 2011 Distinguished Service Award from the Academy of Management Association. She also received the 2005 Steven H. Chaffee Career Productivity Award from the International Communication Association—the highest award for lifetime scholarly achievement and the 1993 Charles H. Woolbert Award for Original and Innovative Research from the Speech Communication Association. She is a two-time recipient of the Best Article Award from the International Communication Association, one in 2005 and a second in 2009.
She is a past president of three professional societies--the International Communication Association, the International Association for Conflict Management, and the Council of Communication Associations. She was elected an at-large member of the Academy of Management Board of Governors and has served as the Chair of the Organizational Communication divisions for the National Communication Association and the International Communication Association. Her professional service also includes being Associate Editor for Human Relations (2001-2006) and Organization (2001-2007), membership on editorial boards for ten journals, co-editor of four handbooks, co-editor of two major works volumes, and guest editor (or co-editor) of six special issues.
Dr. Putnam teaches courses in organizational communication--including groups in multiple contexts, communication and negotiation, gender and organizations, qualitative methods, and discourse analysis in organizations. She has won teaching awards, including the AMOCO and college level awards at Texas A&M University and Purdue University.
Organizational Communication
Overviews and Theories
Putnam, L. L., & Nicotera, A. M. (2010). Communicative Constitution of Organization is a Question: Critical Issues for Addressing It. Management Communication Quarterly, 24 (1), 158-165.
Putnam, L. L., & Nicotera, A. M. (Eds.). (2009). Building Theories of Organizations: The Constitutive Role of Communication. New York: Routledge/Taylor Francis, 222 pp.
Putnam, L. L., Nicotera, A. M., & McPhee, R. D. (2009). Introduction: Communication Constitutes Organization. In L. L. Putnam & A. M. Nicotera (Eds.), Building Theories of Organization: The Constitutive Role ofCommunication (pp. 1-19). New York: Routledge/Taylor & Francis.
Putnam, L. L., & McPhee, R. D. (2009). Theory Building: Comparisons of CCO Orientations. In L. L. Putnam & A. M. Nicotera (Eds.), Building Theories of Organization: The Constitutive Role of Communication (pp. 187-207). New York: Routledge/Taylor & Francis.
Putnam, L. L. & Casali, A. M. (2009). Introduction: A Brazilian Story on the Development of Organizational Communication. Management Communication Quarterly, 22 (4), 642-647.
Putnam, L. L. (2009). Metaforas da Comunicacao Organizational e o Papel das Relacoes Publicas (Metaphors of Organizational Communication: The Role of Public Relations). In M. M. K. Kunsch (Eds.), Relacoes Publicas e Comunicacao Organizacional: Campos Academicos e Aplicados de Multiplas Perspectivas (pp. 43-67). Sao Paulo, Brazil: Difusao Publishers.
Putnam, L. L. & Poole, M.S. (2008). Organizational Communication. In S. R. Clegg & J. R. Bailey (Eds.), International Encyclopedia of Organizational Studies (pp. 1031-1035; Vol. 3). Thousand Oaks, CA: Sage.
Putnam, L. L. (2008). Organizacoes e Seus Aspectos Sutis. Organizom, 5 (9), 218-226. (Interview commentary translated into Portuguese).
Putnam, L. L., & Krone, K. J. (Eds.). (2006). Organizational Communication (5 volume set). Sage Major Works Series. London: Sage Publications. Vol. 1-- 410, pp.; Vol. 2-- 358 pp., Vol. 3--90 pp.; Vol. 4--399 pp.; Vol. 5--406 pp.
Putnam, L. L., & Krone, K. J. (2006). Editor’s Introduction: Organizational Communication (Vol. 1, pp. xxiii-xlii). London: Sage.
Putnam, L. L., & Boys, S. (2006). Revisiting Metaphors of Organizational Communication. In S. R. Clegg, C. Hardy, T. B. Lawrence, & W. Nord (Eds.), The SAGE Handbook of Organizational Studies (2nd edition, pp. 541-576). London: Sage.
Sutcliffe, K.M., Brown, A. D., & Putnam, L. L. (2006). Introduction: Making Sense of Organizing: A Special Issue in Honor of Karl E. Weick. Organizational Studies, 27 (11), 1573-1578.
Putnam, L. L., & Cooren, F. (2004). “Alternative Perspectives on the Role of Text and Agency in Constituting Organizations.” Organization, 11 (3), 323-333.
Seo, Myeong-Gu, Putnam, L. L., & Bartunek, J. M. (2004). Dualities and Tensions of Planned Organizational Change. In M. S. Poole & A. H. Van de Ven (Eds.), Handbook of Organizational Change and Innovation (pp. 73-107). New York: Oxford University Press.
Putnam, L. L. (2003). Book review of Organizational Culture: Mapping the Terrain in Administrative Science Quarterly, 48, 131-133.
Brummans, B. H.J. M., & Putnam, L. L. (2003). New Directions in Organizational Culture Research: Book Review of Organizational Culture: Mapping the Terrain andUnderstanding Organizational Culture, Organization, 10 (3), 640-644.
Putnam, L. L., Costa, J., & Garrido, F. (Eds.). (2002). Comunicacion Empresarial: Nuevas Tendencias en Comunicacion para Potenciar la Estrategia Empresarial. Barcelona, Spain: Gestion, 121 pp. Translated into English (2003), Organizational Communication: Integrated and Emerging Perspectives. Willson & Cox Publishers, Barcelona, Spain, 154 pp.
Jablin, F. M., & Putnam, L. L. (Eds.). (2001). The New Handbook of Organizational Communication. Newbury Park, CA: Sage Publications, 910 pp.
Putnam, L. L., & Conrad, C. R. (1999). Teaching Organizational Communication. In A. L. Vangelisti, J. A. Daly, & G. W. Friedrich (Eds.), Teaching Communication: Theory, Research, and Methods (2nd edition, pp. 141-156). Hillsdale, NJ: Lawrence Erlbaum.
Putnam, L. L. (1998). Metaphors and Images of Organizational Communication. In J. S. Trent (Ed.), Communication: Views from the Helm for the Twenty-First Century (pp. 145-161). Boston, Allyn & Bacon. El cambio en las metaforas de la communicacion organizacional. Translated and reprinted in In L. L. Putnam, J. Costa, & F. J. Garrido (Ed.). (2002). Comunicacion Empresarial: Nuevas Tendencies en Comunicacion para Potenciar la Estrategia Empresarial (pp. 33-56). Barcelona, Spain: Gestion.
Fairhurst, G. T., & Putnam, L. L. (1998). “Reflections on the Organization—Communication Equivalency Question: The Contributions of James Taylor and His Colleagues.” The Communication Review, 3, 1-19.
Putnam, L. L., Poole, M. S., & Seibold, D. R. (1997). Organizational Communication in the 21st Century: Informal Discussion. Management Communication Quarterly, 11, 127-138.
Putnam, L. L., Phillips, N., and Chapman, P. (1996). Metaphors of Communication and Organization. In S. R. Clegg, C. Hardy, and W. Nord (Eds.), Handbook of Organizational Studies (pp. 375-408). London: Sage, Ltd.
Putnam, L. L. (1996). Commentary: Situating the Author and Text. Journal of Management Inquiry, 5, 382-386.
Putnam, L. L.; Bantz, C.; Deetz, S.; Mumby, D; and Van Maanen, J. (1993). "Ethnography Versus Critical Theory: Debating Organizational Research," Journal of Management Inquiry, 2, 221-235.
Putnam, L, L. (1990). "Emerging Directions in Organizational Communication," Australian Journal of Communication, 17 (3), 1-10.
Putnam, L. L. (1990). Book review of Organization <—> Communication: Emerging Perspectives (Vol. 2) in Administrative Science Quarterly, 35, 397-399.
Putnam, L. L. (1990). Organizational Change at Jones, Lowell, & Smith. In B. D. Sypher (Ed.), Case Studies in Organizational Communication (pp. 235-244). New York: Guilford Publishers.
Putnam, L. L. & Ford, L. (1990). Teaching Organizational Communication. In J. A. Daly, G. W. Friedrich, & A. L. Vangelisti (Ed.), Teaching Communication: Theory, Research and Methods (pp. 115-128). Hilldale, NJ: Lawrence Erlbaum.
Jablin, F.; Putnam, L.; Roberts, K.; & Porter, L. (Eds.). (1987). Handbook of Organizational Communication. Beverly Hills, CA: Sage Publications, 774 pp.
Krone, K. J., Jablin, F. M., & Putnam, L. L. (1987). Communication Theory and Organizational Communication: Multiple Perspectives. In F. M. Jablin, L. L. Putnam, K. H. Roberts, & L. W. Porter (Eds.), Handbook of Organizational Communication: An Interdisciplinary Perspective (pp. 18-40). Beverly Hills, CA: Sage.
Putnam, L. L. & Cheney, G. (1985). Organizational Communication: Historical Development and Future Directions. In T. W. Benson (Ed.), Speech Communication in the 20th Century (pp. 130-156). Carbondale, IL: Southern University Press. Reprinted in Foundations of Organization Communication: A Reader (Eds.), S. R. Corman, S. P. Banks, C. R. Bantz, & M. E. Mayer. New York: Longman, Inc., 1990, pp. 44-61.
Putnam, L. L. & Pacanowsky, M. E. (Eds.). (1983). Communication and Organization: An Interpretive Approach. Beverly Hills, CA: Sage Publications, 300 pp.
Putnam, L. L. (1983). The Interpretive Perspective: An Alternative to Functionalism. In L. L. Putnam & M. E. Pacanowsky (Eds.), Communication and Organizations: An Interpretive Approach (pp. 31-54). Beverly Hills, CA: Sage. Winner of the SCA 1993 Charles H. Woolbert Award.
Putnam, L. L. & Cheney, G. (1983). A Critical Review of Research Traditions in Organizational Communication. In M. S. Mander (Ed.), Communications in Transition: Issues and Debates in Current Research (pp. 206-224). New York: Praeger.
Putnam, L. L. (1982). "Paradigms for Organizational Communication Research: An Overview and Synthesis," Western Journal of Speech Communication, 46, 192-206.
Putnam, L. L., and Sorenson, R. L. (1982). "Equivocal Messages in Organizations," Human Communication Research, 8, 114-132.
Groups and Organizations
Putnam, L.L., Stohl, C., & Baker, J. S. (2011).Bona Fide Groups: A Discourse Perspective. In A. B. Hollingshead, & M. S. Poole (Eds.), Research Methods for Studying Groups: A Behind-the-Scenes Guide (pp. 210-234). New York: Routledge/Taylor & Frances.
Putnam, L. L. (2003). Rethinking the Nature of Groups: A Bona Fide Group Perspective. In R. Y. Hirokawa, R. S. Cathcart, L. A. Samovar, & L. D. Henman (Eds.), Small Group Communication: Theory and Practice (8th ed., pp. 8-16). Los Angeles, CA: Roxbury Publishing.
Stohl, C., & Putnam, L. L. (2003). Epilogue. Communication in Bona Fide Groups: A Retrospective and Prospective Account. In Lawrence R. Frey (Ed.), Group Communication in Context: Studying Bona Fide Groups (pp. 399-414). Mahwah, NJ: Lawrence Erlbaum Associates.
Putnam, L. L., & Stohl, C. (1996). Bona Fide Groups: An Alternative Perspective for Communication and Small Group Decision Making. In R. Y. Hirokawa & M. S. Poole (Eds.), Communication and Group Decision Making (2nd. Edition, pp. 147-178). Thousand Oaks, CA: Sage.
Stohl, C. & Putnam, L. L. (1994). Group Communication in Context: Implications for the Study of Bona Fide Groups. In L. Frey (Ed.), Communication in Context: Studies in Naturalistic Groups (pp. 285-292). Hillsdale, NJ: Lawrence Erlbaum.
Putnam, Linda L. (1994) Revitalizing Small Group Communication: Lessons Learned From a Bona Fide Group Perspective. Communication Studies, 45, 97- 102.
Putnam, L. L. (1992). Rethinking the Nature of Groups in Organizations. In R. S. Cathcart and L. A. Samovar (Eds.), Small Group Communication: A Reader (6th edition, pp. 57-66). Dubuque, Iowa: William C. Brown. Reprinted (1996). Rethinking the Nature of Groups in Organizations. In R. S. Cathcart, L. A. Samovar, & L. D. Henman (Eds.), Small Group Communication: Theory & Practice (7th edition, pp. 51-60). Madison, WI: Brown & Benchmark Publishers.
Putnam, L. L. and Stohl, C. (1990). "Bona Fide Groups: A Reconceptualization of Groups in Context," Communication Studies, 41, 248-265.
Putnam, L. L. (1989). Perspectives for Research on Group Embeddedness in Organizations. In Sarah S. King (Ed.), Human Communication as a Field of Study: Selected Contemporary Views (pp. 163-181). NY: Albany University Press, State University of New York.
Putnam, L. L. (1984). Understanding the Unique Characteristics of Groups in Organizations. In R. S. Cathcart & L. A. Samovar (Eds.), Small Group Communication: A Reader (4th edition, pp. 66-75). Dubuque, Iowa: William C. Brown. Reprinted (1988), Understanding the Unique Characteristics of Groups in Organizations. In R. S. Cathcart & L. A. Samovar (Eds.), Small Group Communication: A Reader (5th edition, pp. 66-75). Dubuque, Iowa: William C. Brown.
Putnam, L. L. (1983). "Small Group Work Climates: A Lag Sequential Analysis of Group Interaction," Small Group Behavior, 14, 465-494.
Putnam, L. L. (1982). Procedural Messages and Small Group Work Climates: A Lag Sequential Analysis. In M. Burgoon (Ed.), Communication Yearbook 5 (pp. 331-350). New Brunswick, NJ: Transaction Books.
Putnam, L. L. (1979). "Preference for Procedural Order in Task-Oriented Small Groups," Communication Monographs, 46, 193-218.
Organizational Discourse
Grant, D., Hardy, C., & Putnam, L. L. (Eds.). (2011). Organizational Discourse Studies (3 volume set). Sage Major Works Series. Los Angles, CA: Sage Publications. Vol. 1—373,pp.;Vol. 2—442 pp.;, Vol. 3—427 pp.
Grant, D., Hardy, C., & Putnam, L. L. (2011). History, Key Challenges, and Contributions of Organizational Discourse Studies. In D. Grant, C. Hardy, & L. L. Putnam (Eds.), Organizational Discourse Studies (pp. xvii-xlii). London: Sage.
Putnam, L. L. (2008). Images of the Communication-Discourse Relationship. Discourse and Communication, 2(3), 339-345.
Poole, M.S. & Putnam, L. L. (2008). Organizational Paradox. In S. R. Clegg and J. R. Bailey (Eds.), International Encyclopedia of Organizational Studies (pp. 1146-1149; Vol. 3). Thousand Oaks, CA: Sage.
Putnam, L. L. (2007). Contradictions in the Meta-talk about Feelings in Corporation: After Mr. Sam. In F. Cooren (Ed.), Interacting and Organizing: Analyses of a Management Meeting (pp. 95-111). Mahwah, NJ: Lawrence Erlbaum Associates.
Hardy, C., Grant, D, Oswick, C., & Putnam, L. (2005). Diss-ing Discourse. A Response, Organizational Studies, 26 (5), 799-804.
Putnam, L. L., Grant, D., Mickelson, G., & Cutcher, L. (2005). “Discourse and Resistance: Targets, Practices and Consequences.” Management Communication Quarterly, 19 (1), 5-18.
Real, K., & Putnam, L. L. (2005). “Ironies in the Discursive Struggle of Pilots Defending the Profession,” Management Communication Quarterly, 19 (1), 91-119.
Putnam, L. L. (2005). “Discourse Analysis: Mucking Around with Negotiation Data.” International Negotiation, 10 (1), 17-32. Reprinted in P. J. Carnevale and C. K. W. DeDreu (Eds.), (2006). Methods of Negotiation Research (pp. 177-192). Leiden, The Netherlands: Martinus Nijhoff Publishers.
Fairhurst, G. T., & Putnam, L. L. (2004). “Organizations as Discursive Constructions.” Communication Theory, 14(1), 5-26. (lead article) Winner of 2005 ICA Best Article Award. Trans. and reprinted, M. Marchiori (Ed.). (2010). “Organizacoes como construcoes discursivas,” Comunicacao e Organizacao: Reflexoes, Processos e Praticas (pp. 103-148). San Paula, Brazil: Difusao Publishers.
Grant, D., Hardy, C., Oswick, C., & Putnam, L. (Eds.). (2004). The SAGE Handbook of Organizational Discourse. London, Sage, 911 pp.
Grant, D., Hardy, C., Oswick, C., & Putnam, L. L. (2004). Introduction. Organizational Discourse: Exploring the Field. In D. Grant, C. Hardy, C. Oswick, and L. Putnam (Eds.), The SAGE Handbook of Organizational Discourse (pp. 1-36). London: Sage.
Oswick, C., & Putnam, L. L. (2004). Tropes, Discourse and Organizing. In D. Grant, C. Hardy, C. Oswick, & L. L. Putnam (Eds.), The SAGE Handbook of Organizational Discourse (pp. 105-127). London: Sage.
Putnam, L. L., & Fairhurst, G. T. (2001). Discourse Analysis in Organizations: Issues and Concerns. In F. M. Jablin & L. L. Putnam (Eds.), The New Handbook of Organizational Communication: Advances in Theory, Research, and Methods (pp. 78-136). Newbury Park, CA: Sage. Reprinted in D. Grant, C. Hardy, & L. L. Putnam (Eds), (in press). Organizational Discourse Studies (Vol. 1). Los Angeles, CA: Sage.
Putnam, L. L. (1998). Shifting Metaphors of Organizational Communication: The Rise of Discourse Perspectives. In P. Salem (Ed.), Organizational Communication and Change (pp. 45-65). Creskill, NJ: Hampton Press.
Putnam, L. L. (1986). Contradictions and Paradoxes in Organizations. In L. Thayer (Ed.), Organization <—> Communication: Emerging Perspectives I (pp. 151-167). Norwood, NJ: Ablex.
Putnam, L. L. (1982). Conversational Power: What Determines Conversational Control? In L. E. Larmer and M. K. Badami (Eds.) Proceedings of the 2nd and 3rd Conferences on Communication, Language, and Gender (pp. 171-183). Madison, WI: University of Wisconsin, Extension Press.
Putnam, L. L. (1992). Embedded Metaphors and Organizational Ironies as Research Tools. In P. J. Frost & R. E. Stablein (Eds.), Doing Exemplary Research (pp. 105-110). Newbury Park, CA: Sage.
Negotiation and Conflict Management
Dewulf, A., Gray, B., Putnam, L., & Bowen, R. (2011). An Interactional Approach to Framing in Conflict and Negotiation. In W. A. Donohue, R. Rogan, & S. Kaufman (Eds.), Framing Matters: Perspectives on Negotiation Research and Practice in Communication (pp. 7-33). New York: Peter Lang.
Putnam, L. L. (2010). “In Point of practice: Communication as changing the negotiation game.” Journal of Applied Communication Research, 38 (4), 325-335.
Putnam, L. L. (2010). “Negotiation and discourse analysis.” Negotiation Journal, 26 (2), 145-154.
Dewulf, A., Gray, B., Putnam, L., Lewicki, R., Aarts, N., Bouwen, R., & van Woerkum, C. (2009). “Disentangling approaches to framing in conflict and negotiation research: A meta-paradigmatic perspective.” Human Relations, 62 (2), 155-193.
Putnam, L. L. (2009). Exploring the Role of Communication in Transforming Conflict Situations: A Social Construction Approach. In G. J. Galanes and W. Leeds-Hurwitz (Eds.), Socially Constructing Communication (pp. 189-209). Cresskill, NJ: Hampton Press.
Putnam, L. L. (2009). Conflict Management and Mediation. In W. F. Eadie (Ed.), 21st Century Communication: A Reference Handbook (Vol. 1, pp. 211-219). Thousand Oaks, CA: Sage.
Olekalns, M., Putnam, L. L., Weingart, L. R., & Metcalf, L. (2008). Conflict Management and Communication Processes. In C.K.W. De Dreu and M. J. Gelfand (Eds.), The Psychology of Conflict and Conflict Management in Organizations (pp. 81-114). New York: Lawrence Erlbaum/Taylor & Francis.
Brummans, B. H. J. M., Putnam, L. L., Gray, B., Hanke, R., Lewicki, R. J., & Wiethoff, C. (2008). “Making Sense of Intractable Multiparty Conflict: A Study of Framing in Four Environmental Disputes.” Communication Monographs, 75, 25-51. Winner of ICA Best Article Award, May 2009 and NCA Outstanding Article in Organizational Communication, November 2008.
Putnam, L. L. Organizational Conflict. (2008). In W. Donsbach (Ed.), The International Encyclopedia of Communication (pp, 3438-3444; Vol. VIII). Oxford: Blackwell Publishing.
Gray, B., Coleman, P.T., & Putnam, L. L. (2007). “Introduction: Intractable Conflict: New Perspectives on the Causes and Conditions for Change.” American Behavioral Scientist, 50 (11), 1415-1429.
Putnam, L. L., & Shoemaker, M. (2007). “Changes in Conflict Framing in the News Coverage of an Environmental Conflict,” Journal of Dispute Resolution, 2007 (1), 167-175.
Putnam, L. L. (Ed.) (2007). Themed Book Review: Organizational Conflict Management: Revisiting the Past and Charting Future Directions. Human Relations, 60(4), 637-651.
Putnam, L. L. (2006). Definitions and Approaches to Conflict and Communication. In J. Oetzel & S. Ting-Toomey (Eds.), The SAGE Handbook of Conflict Communication: Integrating Theory, Research, and Practice (pp. 1-32). Thousand Oaks, CA: Sage.
Putnam, L. L. (2006). Communication and Interaction Patterns. In A. K. Schneider and C. Honeyman (Eds.), The Negotiator’s Fieldbook(pp. 385-394). Washington DC: American Bar Association.
Putnam, L. L. (March, 2005). Are You Asking the Right Questions? Negotiation: Decision Making and Communication Strategies, 8 (3), 7-9. Harvard Business School, Program on Negotiation at Harvard Law School.
Putnam, L. L. (2004). “Transformations and Critical Moment in Negotiations.” Negotiation Journal, 20 (2), 275-295.
Kolb, D. M., & Putnam, L. L. (2004). “La Negociation: Une Question de genre? Negociations, 1(3), 25-36. Belgium: De Boeck Publishers.
Putnam, L. L. (2004). “Dialectical Tensions and Rhetorical Tropes in Negotiations.” Organization Studies, 25 (1), 35-54. Reprinted in D. Grant, C. Hardy, & L. L. Putnam (Eds.) (In press). Organizational Discourse Studies (Vol. 3). Los Angeles, CA: Sage.
Samuelson, C. D., Peterson, T. R., & Putnam, L. L. (2003). Group Identity and Stakeholder Conflict in Water Resource Management. In S. Clayton & S. Opotow (Eds.), Identity and the Natural Environment (pp. 273-295). Cambridge, MA: MIT Press.
Roloff, M. E., Putnam, L. L., & Anastasiou. L. (2003). Negotiation Skills. In J. O. Greene & B. R. Burleson (Eds.), Handbook of Communication and Social Interaction Skill (pp. 801-833). Mahway, NJ: Lawrence Erlbaum Associates.
Putnam, L. L., & Wondolleck, J. (2003). Intractability: Definitions, Dimensions, and Distinctions. In R. J. Lewicki, B. Gray, & M. Elliott (Eds.), Making Sense of Intractable Environmental Conflicts (pp. 35-59). Washington, D. C.: Island Press.
Putnam, L. L., & Peterson, T. R. (2003). The Edwards Aquifer Dispute: Shifting Frames in a Protracted Conflict. In R. J. Lewicki, B. Gray, & M. Elliott (Eds.), Making Sense of Intractable Environmental Conflicts (pp. 127-158). Washington, D. C.: Island Press.
Putnam, L. L., Burgess, G., & Royer, R. (2003). “We Can’t Go On Like This: Frame Changes in Intractable Conflict.” Environmental Practice, 5 (3), 247-255.
Gray, B., & Putnam, L. L. (2003). “Means to What End? Conflict Management Frames.” Environmental Practice, 5 (3), 239-246.
Putnam, L. (September 25, 2003). Framing and Transforming Issues in Global Negotiations and Interactions Among Leaders. In H. Silver (Ed.), Rebuilding the World Community: Global Institutions and Interactions in an Era of Terrorism (pp. 13-18). Washington D.C.: Consortium of Social Science Associations.
Putnam, L. L. (2002). Framing Environmental Conflicts: The Edwards Aquifer Dispute. In E. Gilboa (Ed.), Media and Conflicts: Framing Issues, Making Policy, Sharing Opinions (pp. 117-132). Ardsley, NY: Transnational Publishers.
Wilson, S. R., Paulson, G. D., Putnam, L. L. (2001). Negotiating. In W. P. Robinson and H. Giles (Eds.), Handbook of Language and Social Psychology (2nd edition, pp. 303-315). London: John Wiley & Sons.
Putnam, L. L. (2001). The Language of Opposition: Challenges in Organizational Dispute Resolution. In W. Eadie & P. Nelson (Eds.), The Language of Conflict and Resolution (pp. 10-20). Newbury Park, CA: Sage.
Putnam, L. L., and Carcasson, M. (1997). “Communication and the Oslo Negotiation: Contacts, Patterns, and Modes.” International Negotiation, 2, 251-278.
Putnam, L. L. (1995). Formal Negotiations: The Productive Side of Organizational Conflict. In A. M. Nicotera (Ed.), Conflict and Organizations: Communicative Processes. NY: State University of New York Press, (pp. 183-200).
Stutman, R. K. & Putnam, L. L. (1994). The Consequences of Language: A Metaphorical Look at the Legalization of Organizations. In S. B. Sitkin & R. J. Bies (Eds.), The Legalistic Organization (pp. 281-302). Thousand Oaks, CA: Sage.
Putnam, L. L. (1994). “Beyond Third Party Role: Disputes and Managerial Intervention.” Employee Responsibilities and Rights Journal, 7, 23-36.
Putnam, L. L. (1994). “Productive Conflict: Negotiation as Implicit Coordination.” The International Journal of Conflict Management, 5, 284-298. Reprinted in C. DeDreu and E. Van De Vliert (eds.) (1997). Using Conflict in Organizations, (pp. 147-160). London: Sage.
Putnam, L. L. (1994). “Challenging the Assumptions of Traditional Approaches to Negotiation.” Negotiation Journal, 10, 337-346.
Putnam, L. L. (1993). Book review of Theory and Research in Conflict Management in Contemporary Psychology, 57-58.
Putnam, L. L., & Roloff, M. E. (Eds.). (1992). Communication and Negotiation. Newbury Park, CA: Sage (Vol.20, Sage Annual Review Series), 294 pp.
Kolb, D. M., and Putnam, L. L. (1992). "The Multiple Faces of Conflict in Organizations,"Journal of Occupational Behavior, 13, 311-324.
Putnam, L. L. & Roloff, M. E. (1992). Communication Perspectives on Negotiation. In L. L. Putnam & M. E. Roloff (Eds.), Communication and Negotiation (pp. 1-17). Newbury Park, CA: Sage.
Putnam, L. L. & Holmer, M. (1992). Framing, Reframing, and Issue Development. In L. L. Putnam & M. E. Roloff (Eds.), .Communication and Negotiation (pp. 128-155). Newbury Park, CA: Sage.
Kolb, D. M. & Putnam, L. L. (1992). Introduction: The Dialectics of Disputing. In D. M. Kolb & J. Bartunek (Eds.), Hidden Conflict in Organizations: Uncovering Behind- the-Scenes Disputes (pp. 1-31). Newbury Park, CA: Sage.
Carnevale, P., Putnam, L. L., Conlon, D. E. & O'Connor, K.. M. (1991). Mediator Behavior and Effectiveness in Community Mediation,Community Mediation: A Handbook for Practitioners and Researchers (pp. 119-136). New York: Guilford Press.
Chatman, J. A., Putnam, L. L., & Sondak, H. (1991). Integrating Communication and Negotiation Research. In Max H. Bazerman, Roy J. Lewicki, & Blair H. Sheppard (Eds.), Research on Negotiation in Organizations: Handbook of Negotiation Research (Vol. 3, pp. 139-164). Greenwich, CT: JAI Press.
Putnam, L. L., VanHoeven, S. A., Bullis, C. A. (1991). "The Role of Rituals and Fantasy Themes in Teachers' Bargaining," Western Journal of Speech Communication, 55, 85-103.
Putnam, L. L., Wilson, S. R., and Turner, D. B. (1990). "The Evolution of Policy Arguments in Teachers' Negotiation," Argumentation, 4, 129-152.
Wilson, S. R. & Putnam, L. L. (1990). Interaction Goals in Negotiation. In J. A. Anderson (Ed.), Communication Yearbook/ 13 (pp. 374-406). Newbury Park, CA: Sage.
Putnam, L. L. (1990). Reframing Integrative and Distributive Bargaining: A Process Perspective. In B. H. Sheppard, M. H. Bazerman, & R. J. Lewicki (Eds.), Research on Negotiation in Organizations (Vol. 2, pp. 3-30). Greenwich, CT: JAI Press.
Putnam, L. L. (1990). Book review of Conflict Management: A Communication Skills Approach in The International Journal of Conflict Management, 1, 314-317.
Putnam, L. L. (1989). "Negotiation and Organizing: Two Levels of Analysis within the Weickian Model," Communication Studies, 40, 249-257.
Putnam, L. L. & Wilson, S. (1989). Argumentation and Bargaining Strategies as Discriminators of Integrative Outcomes. In M. A. Rahim (Ed.), Managing Conflict: An Interdisciplinary Approach (pp. 121-141). NY: Praeger.
Putnam, L. L. (1989). Bargaining. In E. Barnouw, G. Gerbner, W. Schramm, & Gross, L. (Eds.), International Encyclopedia of Communications (Vol. 1, pp. 176-178). New York: Oxford University Press.
Putnam, L. L. and Folger, J. P. (1988). "Communication, Conflict, and Dispute Resolution: The Study of Interaction and the Development of Conflict Theory," Communication Research, 15, 349-359.
Knapp, M. L., Putnam, L. L. and Davis, L. J. (1988). "Measuring Interpersonal Conflict in Organizations: Where Do We Go From Here?", Management Communication Quarterly, 1, 414-429.
Putnam, L. L. (1988). "Communication and Interpersonal Conflict in Organizations," Management Communication Quarterly, 1, 293-301.
Putnam, L. L. & Poole, M. S. (1987). Conflict and Negotiation. In F. M. Jablin, L. L. Putnam, K. H. Roberts, & L. W. Porter (Eds.), Handbook of Organizational Communication: An Interdisciplinary Perspective (pp. 549-599). Beverly Hills, CA: Sage.
Putnam, L. L. (August, 1987). Leadership and Conflict Management, ACA Bulletin (Association for Communication Administration), 61, 42-49.
Putnam, L. L. (1986). Conflict in Group Decision-Making. In R. Y. Hirokawa & M. S. Poole (Eds.), Communication and Group Decision-Making (pp. 175-196). Beverly Hills, CA: Sage.
Putnam, L. L., Wilson, S. R., Waltman, M., and Turner, D. (1986). "The Evolution of Case Arguments in Teachers' Bargaining," Journal of American Forensic Association, 23, 63-81.
Putnam, L. L. and Geist, P. (1985). "Argument in Bargaining: An Analysis of the Reasoning Process," The Southern Speech Communication Journal, 50, 225-245.
Putnam, L. L. (1985). Bargaining as Organizational Communication. In R. D. McPhee & P. K. Tompkins (Eds.), Organizational Communication: Traditional Themes and New Directions (pp. 129-148). Beverly Hills, CA: Sage.
Putnam, L. L. (1985). Bargaining as Task and Process: Multiple Functions of Interaction Sequences. In R. L. Street, Jr. & J. N. Capella (Eds.), Sequence and Pattern in Communicative Behaviour (pp. 225-242). London: Edward Arnold Publishers, Ltd.
Putnam, L. L., and Jones, T. S. (1982). "Reciprocity in Negotiations: An Analysis of Bargaining Interaction," Communication Monographs, 49, 171-191.
Putnam, L. L., and Jones, T. S. (1982). "The Role of Communication in Bargaining," Human Communication Research, 8, 262-280.
Putnam, L. L. & Wilson, C. (1982). Communication Strategies in Organizational Conflicts: Reliability and Validity of a Measurement Scale. In M. Burgoon (Ed.), Communication Yearbook 6 (pp. 629-652). Beverly Hills, CA:
Putnam, L. L. (1979). "Role Functions and Role Conflicts of Communication Trainers," Journal of Business Communication, 17, 37-52. Reprinted in W. J. Buchholz (ed.), (1983). Communication Training and Consulting in Business Industry and Government (pp. 49-62). Urbana, IL: American Business Communication Association.
Gender, Negotiation, and Organization Communication
Myers, K. K., Gailliard, B. M., & Putnam, L. L. (in press). Reconsidering the Concept of Workplace Flexibility: Is Adaptability a Better Solution? In C. T. Salmon (Ed.), Communication Yearbook 36. New York: Routledge/Taylor Frances.
Putnam, L. L., Jahn, J., & Baker, J. S. (2011). Intersecting Difference: A Dialectical Perspective. In D. K. Mumby (Eds.), Difference in Organizational Communication Studies: Research, Pedagogy, and Practice (pp. 31-53). Los Angeles, CA: Sage.
Putnam, L. L., & Bochantin, J. (2009). “Gendered bodies: Negotiating normalcy and support.” Negotiation and Conflict Management Research, 2 (1), 57-73.
Putnam, L. L., Kisselburgh, L. G., Berkelaar, B. L., Buzzanell, P. M., Mastronardi, M., Jackson, M. H., Stoltzfus, K., Jorgenson, J., Wang, J. (2009). 21st Century STEM Careers: Communication Perspectives and Research Opportunities. In L. M. Harter, M. J. Dutta, & C. E. Cole (Eds.), Communicating for Social Impact: Engaging Communication Theory, Research, and Pedagogy (pp. 47-62). Cresskill, NJ: Hampton Press.
Haman, M. K. & Putnam, L. L. (2008). In the Gym: Peer Pressure and Emotional Management among Co-workers. In S. Fineman (Ed.), The Emotional Organization: Passions and Power (pp. 61-73). Oxford: Blackwell Publishing.
Kolb, D. M., & Putnam, L. L. (2006). Gender Is More Than Who We Are. In A. K. Schneider and C. Honeyman (Eds.), The Negotiator’s Fieldbook(pp. 315-322). Washington DC: American Bar Association.
Kolb, D. M., & Putnam, L. L. (2005). Negotiation Through a Gender Lens. In M. Moffit and R. C. Bordone (Eds.), The Handbook of Dispute Resolution (pp. 135-149). San Francisco, CA: Jossey Bass and Program on Negotiation, Harvard Law School.
Putnam, L. L. (2003). Book review of Our Separate Ways: Black and White Women and the Struggle for Professional Identity in Academy of Management Review, 28, 677-679.
Putnam, L. L., and Kolb, D. K. (2000). Rethinking Negotiation: Feminist Views of Communication and Exchange. In P. Buzzanell (Ed.), Rethinking Organizational & Managerial Communication from Feminist Perspectives (pp. 76-104). Newbury Park, CA: Sage.
Kolb, D. M., and Putnam, L. L. (1997). Through the Looking Glass: Negotiation Theory Refracted Through the Lens of Gender. In S. E. Gleason (Ed.), Workplace Dispute Resolution: Directions for the 21st Century (pp. 231-257). East Lansing, MI: Michigan State University Press.
Putnam, L. L. & Mumby, D. K. (1993). Organizations, Emotion, and the Myth of Rationality. In S. Fineman (Ed.), Emotion in Organizations (pp. 36-57). London: Sage.
Mumby, D. K., and Putnam, L. L. (1992). "The Politics of Emotion: A Feminist Reading of Bounded Rationality," Academy of Management Review, 17, 465-486.
Putnam, L. L. and Fairhurst, G. F. (1985) Women and Organizational Communication: Research Directions and New Perspectives, Women and Language, 9 (1-2), 1-5.
Putnam, L. L. (1984). Gender, Language, and Conversational Patterns. In B. Brummett (Ed.), Balanced Curriculum Sourcebook: COM 114 (pp. 93-107). West Lafayette, IN: Department of Communication, Purdue University.
Putnam, L. L. (1983). Lady You're Trapped: Breaking Out of Conflict Cycles. In J. J. Pilotta (Ed.), Women in Organizations: Barriers and Breakthroughs (pp. 39-53). Prospect Heights, IL: Waveland Press.
Putnam, L. L. (1982). "In Search of Gender: A Critique of Communication and Sex Roles Research," Women's Studies in Communication, 5, 1-9.
Putnam, L. L. (1982). Book review of Gender and Nonverbal Communication in Quarterly Journal of Speech, 68, 329-331.
Putnam, L. L. & McCallister, L. (1980). Situational Effects of Task and Gender on Nonverbal Display. In D. Nimmo (Ed.) Communication Yearbook 4 (pp. 679-697). New Brunswick, NJ: Transaction Books.
Bormann, E. G., Pratt, J., and Putnam, L. (1978). "Power, Authority, and Sex: Male Response to Female Leadership," Communication Monographs, 45, 119-155.
Putnam, L. and Heinen, J. S. (1976). "Women in Management: The Fallacy of the Trait Approach," MSU Business Topics, 24, 47-53. Reprinted in Stead, B. A. (Ed.), (1978). Women in Management (pp. 249-258). New York: Prentice Hall.
General Communication Studies
Putnam, L. L. (2009). Symbolic Capital and Academic Fields: An Alternative Discourse on Journal Rankings. Management Communication Quarterly, 23 (1), 127-134.
Buzzanell, P.; Bach, B.; Braithwaite; D., Putnam, L.; Self, C., (2009). Leading Communication Associations for Social Impact. In L. M. Harter, M. J. Dutta, & C. E. Cole (Eds.), Communicating for Social Impact: Engaging Communication Theory, Research, and Pedagogy (pp. 11-20). Cresskill, NJ: Hampton Press.
Putnam, L. L. (2008). Developing Breadth in Organizational Communication Doctoral Training. Communication Monographs, 75(2), 127-135.
Putnam, L. L. & Poole, M.S. (2008). Communication. In S. R. Clegg and J. R. Bailey (Eds.), International Encyclopedia of Organizational Studies (pp. 205-208; Vol. 1). Thousand Oaks, CA: Sage.
Putnam, L. L. (2001). “Shifting Voices, Oppositional Discourse, and New Visions for Communication Studies.” Journal of Communication, 51, 38-51.
Deetz, S. A. & Putnam, L. L. (2001). Thinking about the Future of Communication Studies. In W. B. Gudykunst (Ed.), Communication Yearbook 24 (pp. 1-14). Thousand Oaks, CA: Sage.
Putnam, L. L. (1981). Book review of The Relationship of Verbal and Nonverbal Communication in Journal of Applied Communication Research, 9, 143-146.
Putnam, L. L. & Glauser, M. J. (Eds.). (1980). Principles of Human Communication: A Workbook. Dubuque, Iowa: Kendall-Hunt, 259 pp. Glauser, M. J. & Putnam, L. L. (1980). Instructor’s Manual to accompany Principles of Human Communication. Dubuque, Iowa: Kendall-Hunt, 131 pp.
Chartrand, B. & Putnam, L. (Eds.). (1976). Principles of Interpersonal Communication: A Reader. Dubuque, Iowa: Kendall Hunt, 164 pp.
Courses Developed and Taught
Undergraduate Courses
Comm 149 Communication and Organizational Culture
This class will examine the role of communication in the development of an organization’s culture—its unique mission, values, and beliefs. The course investigates how communication shapes the internal culture of organizations, forms subcultures, and promotes cultural change. Drawing from cases such as Disneyland, Microsoft, the Los Angeles Lakers, and Google, the course highlights the role of language, narratives, and symbols in the study of corporate culture and leadership in multinational organizations.
Course Objectives:
1. To understand the role of communication in developing, sustaining, and changing organizational cultures and subcultures.
2. To detect cultural values through analyzing symbols, narratives, rituals, humor, and emotions.
3. To understand the links between organizational culture and control, leadership and culture, organizational change, and ethical practices in organizations.
Comm 150 Groups in Multiple Contexts
This course examines the unique features of groups in society. It explores the role of communication in health care teams, decision making groups, self-managed teams, juries, athletic teams, gangs, families, therapy groups, and activist groups. Drawing on group concepts, it explores the challenges and pitfalls in team management, successful and unsuccessful features of groups, and effective team leadership for groups in society. The overall goal of the course is to help students understand the contextual features that contribute to effective communication in teams.
Course Objectives:
1. To treat groups as embedded in a larger structural and historical system of organizations, communities, and cultures.
2. To analyze and understand different types of groups, such as juries, families, and self-managed work teams, and how they form a foundation for society.
3. To examine particular features of different types of groups and how they contribute to the success or failure of group interactions.
Comm 175 NG Negotiation
This course explores the role of communication in negotiation. Negotiation is an approach to conflict management that relies on communication skills and communication processes through an exchange of offers and counteroffers. The course examines strategies and tactics used in salary negotiations, buying and selling of products, team bargaining, and multiparty negotiations. Class members apply course concepts to short case analyses, class exercises, and simulations.
Course Objectives:
1. To understand the different types of negotiation and acquire a repertoire of strategies and tactics to use in conflict and negotiation situations.
2. To develop diagnostic and intervention techniques for altering the course of negotiation and for achieving positive outcomes.
3. To respond effectively to other negotiators in framing conflict situations, planning for interactions, and developing working relationships.
Graduate Courses
Comm 222A Micro/Macro Organizational Communication
This course provides an overview of the major theories, themes, and foundational works in organizational communication. As a survey course, it covers a wide array of topics, grounds them in extant theory and literature, and emphasizes the development and integration of ideas.
1. To acquire general knowledge of the history, development, foundations, and research areas of organizational communication.
2. To understand the theoretical arenas of the field and how they are used to research different topics in organizational communication.
Comm 254 Qualitative Methods in Communication Research
This course offers an introduction and overview of qualitative research methods--an umbrella term that includes an array of techniques typically used to describe, code, and interpret naturalistic research. It explores a variety of qualitative approaches in communication studies, including in-depth interviews, participant observation, sampling, and ethnographic fieldnotes and various forms of data analysis (e.g., thematic analysis, grounded theory and constant comparison, narrative analysis, language and discourse analysis, and computer assisted data analysis).
Course Objectives:
1. To become familiar with a variety of approaches for doing qualitative research.
2. To learn how to design and conduct a qualitative research project.
3. To gain skills in drafting research questions, observing communicative situations, conducting interviews, and developing coding techniques.
4. To develop criteria for evaluating qualitative research, assessing the rigor of it, and understanding its application in the field of communication.
Comm 594 Gender and Organizational Communication
This course provides a survey of general topics related to gender and organizational communication. It gives an introduction to the typologies, issues, and research in the areas of gender, feminist theory, and organizational communication, particularly regarding such topics as organizational socialization, leadership, race and diversity, work/family, power and control.
Course Objectives:
1. To understand different approaches to feminist thinking as they apply to arenas of organizational communication.
2. To explore the intersection of gender, race, ethnicity, and sexual orientation as key features of identity work in organizations.
3. To examine work and family and gender/society issues as they impinge on everyday life in organizations.
Comm 594 Communication and Conflict Management in Organizations
This course examines the role of communication in conflict management in organizations. It explores conflict theories and approaches, negotiation processes, and third party intervention through the study of strategies and tactics, interaction processes, phases and stages of negotiation development, and conflict framing. Students engage in and conduct research projects on negotiation as a type of social interaction.
Course Objectives:
1. To understand the multiple roles that communication plays in conflict management, negotiation, and mediation in organizations.
2. To explore the elements and processes of negotiation and mediation.
3. To develop alternative models, theories, and ways of thinking about conflict and dispute systems in organizations.
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