Managing conflict with a subordinate or a superior: Effectiveness of conglomerated behavior.

Abstract

Rather than a single behavior, handling conflict is a conglomeration of behavioral components characterized by a pattern of occurrence and by a pattern of covariation of its components. Theories (R. R. Blake & J. S. Mouton, 1964, 1970; R.E. Walton, 1969) have predicted (a) that the forcing component counters effectiveness and (b) that the problem-solving component enhances effectiveness, especially at a moderate level of occurrence of the forcing component. Systematic observations of videotapes of 116 male police sergeants handling a standardized conflict with either a subordinate or a superior supported the main effects but not the qualification. An increase in problem solving tended to enhance effectiveness, especially if a superior combined it with much forcing vis-a-vis a subordinate. An increase in controlling the process had an extremely positive effect on the parties' joint outcomes and mutual relationship.