The Use of Conflict Management Behaviors in Voluntary Organizations: An Exploratory Study

Abstract

This study sought to determine how conflict is managed in voluntary organizations. One-hundred sixty-two subjects, randomly selected from 18 organizations with various missions, were sent a conflict situation and the Organizational Communication Conflict Instrument (OCCI). Results of a three-factor MANOVA show no significant differences in conflict management style attributed to position, sex, or tenure. Significant differences in conflict management style are attributed to content of a conflict situation. The findings are discussed in terms of implications for those working in voluntary organizations.

Sex equity in workplace conflict management

“…In the area of conflict management strategy selection, Kanter's (1977) reasoning suggests that differences are likely to be a response to corporate culture, position and structure, rather than true sex differences. Recent research lends credence to this approach as men and women have been found to handle conflict situations in the workplace similarly (Chusmir & Mills, 1989;Howell, 1981;Renwick, 1977;Revilla, 1984;Shockley-Zalabak, 1981;Shockley-Zalabak & Morley, 1984;Temkin & Cummings, 1986).…”

“…Howell (1981), Shockley-Zalabak and Morley (1984), Renwick (1977) and Temkin and Cummings (1986) report that males and females use similar conflict management strategies and argue that women are no less assertive or aggressive than men nor any more compromising.…”

Achieving Change in Large Non-Profit Organisations Some Lessons of Experience

“…This is because the perspectives, viewpoints, values, needs, and concerns of the stakeholders are often different (Temkin and Cummings, 1986). Conflict can be defined as the process which begins when one party perceives that the other has frustrated, or is about to frustrate, some concern or concerns of his or hers either from an individual or from an interest group perspective.…”

“…'Accommodating-avoiding' refers to the situation where one party yields to the requests of another without complaints or counteroffer, or where one party simply ignores or denies the existence of conflict. Of these three styles, 'accommodating-avoiding' tends to be the most frequently utilised method for managing conflict in large NPOs (Temkin and Cummings, 1986). This is usually the case because stakeholders in NPOs tend to be more concerned with the mission of their organisation than with their own personal needs and, consequently, they opt for strategies that are non-confrontational for the resolution of conflict.…”

Family and Workplace Conflict Examining Metaphorical Conflict Schemas and Expressions Across Context and Sex

“…In addition, participants should use different metaphorical conflict schemas based on the numerous situational differences reported in conflict styles research. Interactants handle conflicts differently, depending on many relational and contextual factors, such as location in hierarchies, numbers of units in firms, marital satisfaction, and membership in volunteer organizations (Cahn, 1990;Conrad, 1991; Knapp, Putnam, & Davis, 1988;Putnam & Poole, 1987;Temkin & Cummings, 1986;Thomas, 1976).…”