The ROCI-II, as one of the more recently developed instruments, is distinguished by its emphasis on individual predispositions, its belief in maintaining a balance in the amount of conflict in the organization, and its concern for effectiveness in managing conflicts. The scale treats communication implicitly as a set of strategies used to achieve interpersonal goals and as a way of equalizing the amount of conflict in the system. This article commends the internal reliabilities of the scale but questions the factor structure of the items. It calls for research on the predictive validity of the instrument and on the way to determine the appropriateness of a style in a particular situation.
This article summarizes the extant research investigating the relationships between managers' conflict management strategies and subordinate outcomes and reports the results of a study investigating relationships between a manager's use of collaborating, forcing, and accommodating and four types of rewards (system, job, performance, and interpersonal) subordinates might experience at work. The results show significant positive relationships between a manager's collaborating strategies and subordinates' experiencing interpersonal and performance rewards and significant negative relationships between a manager's forcing strategies and those same outcomes. No relationship was found between a manager's accommodating strategies and subordinates' perceived rewards or between any of the strategies and system rewards.
This study assessed the extent to which providing a problem-solving structure to conflicting dyads might impact members'use of language to mark their relational distance. It was hypothesized that conflicting subjects instructed to use a set of decision rules to resolve the conflict would use less immediate and more formal relational code choices than conflicting subjects free to resolve the conflict in any manner they chose. This hypothesis was confirmed for the immediacy, but not the formality variable. The discussion seciion suggested that because decision rules ma.v encourage conflicting dyads zo use less "liking" language to resolve their dispute, such rules may serve to discourage participants from creating more integrative solutions to conflicts.
In a recent interview of intergroup conflict resolution techniques Fisher(1983) describes a number of structured decision-making programs that have been used to reduce tension so specific agreements can be formulated. In most of these programs, participants are given a sequence of tasks to complete that provides the structure needed to focus conflicting participants on the issues and not on one another.
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