CONFLICT MANAGEMENT The Psychology of conflict and conflict ...

17. CONFLICTS IN THE STUDY OF CONFLICT IN ORGANIZATIONS 451
flict that recognize the varied conditions under which conflict is managed.
No sure-fire strategy will communicate to others that you are committed
to managing the conflict to strengthen cooperative goals and to resolve
issues for mutual benefit. However, if you do communicate this intent,
considerable research indicates that the conflict is very likely to be constructive
compared with a competitive approach.
theories to analyze ConfliCt aCross levels
This volume follows the tradition of separating research based on whether
the studies are micro or macro, that is, interpersonal or group level compared
with the organizational level. I am not so cranky that I want to disagree
with this way of organizing chapters. I have done it myself.
Indeed, De Dreu and Gelfand’s introductory chapter helpfully reviewed
recent research to explore how conflicts at one level affect conflicts at different
levels. One of the beauties of studying conflict in organizations is
that an argument between two persons is very much a part of the wider
intergroup and organizational contexts. Their group membership, job
demands, understanding of organizational values and relationships, and
other aspects all have an impact on the conflict and its management. Indeed,
a conflict within an organizational team can also be a conflict between
teams. Conflict protagonists often discuss conflicts that are embedded
within a larger intergroup conflict; when the senior management group,
for example, makes organizational decisions, managers represent their
own teams’ opposing perspectives. A rivalry between executives can lead
to ongoing conflict between departments.
Deutsch (2005) has recently argued that the management of internal
and external conflicts is highly related. Unresolved conflicts within
a person and ineffectively managed conflicts with others are mutually
reinforcing (Bazerman, Tenbrunsel, & Wade-Benzoni, 1998). Similarly,
competitive conflict between groups in organizations can reinforce competitive
conflict within the groups (Hempel, Zhang, & Tjosvold, 2006;
LaBianca, Brass, & Gray, 1998). Researchers have tended to develop and test
their theories on one level; but, in addition to recognizing that organizational
conflicts cross levels, we need theories of managing conflict that
can be applied at various levels for a full understanding of conflict in
organizations (Hempel et al., 2006).
usinG our ConfliCts
As with other joint undertakings, conflict researchers have conflicts but
these are not obstacles. We do not want to follow the common path of conflict
avoidance along with more hidden win–lose conflict.