Patterns Of Conflict Management Research Articles

Manajemen Konflik Bagi Gereja Masa Kini Menurut Kisah Para Rasul 6:1-7

Conflict is a reality that occurs in God's church. Conflict can cause division if not handled seriously and correctly, but conflict can also be a means of growth and maturation in the church as the body of Christ. Therefore, to overcome conflict in today's church, conflict management skills are needed. This article will discuss the dynamics of conflict that occurred in Acts 6: 1-7 and examine the conflict management patterns carried out by the Apostles. The method used in this article is a qualitative method with an interpretative approach (interpretative design) to the biblical text in the context of conflict management. In conducting the analysis, the author will highlight the text in the frame of conflict management thinking and find that there was indeed a conflict between the Greek-speaking Jews and the Hebrews regarding the distribution to their widows in daily service. The finding in this article is that the Apostles applied a conflict management pattern by listening to the grievances that arose due to conflict, conducting self-efficiency, and conducting mediation and delegation as conflict resolution.

Role of Servant Leadership Conglomerate Conflict Behaviour on Team Performance, Conflict Resolution Efficacy, and Turnover Intentionin Tanzania’s Higher Learning Institutions

This paper explores the intricate relationship between servant leadership, conflict management behaviour, and organizational outcomes in the context of Tanzania's higher learning institutions. Through a longitudinal study involving 800 respondents from four public universities, the research investigates the interplay between servant leadership and conflict management styles, specifically focusing on integrating and compromising behaviors. The study employed a comprehensive methodology, utilizing questionnaires distributed over two waves with a one-year time lag. The findings revealed a positive correlation between servant leadership and integrating conflict management styles, specifically avoiding and accommodating. However, the anticipated correlation between integrating and compromising conflict behaviours in servant leadership is not confirmed. The study further examined the prevalence of cooperative conflict management patterns among Tanzanian university leaders, highlighting a combination of problem-solving and compromising strategies. A significant aspect of the research involved cluster analysis, which revealed distinct conflict behaviour patterns in Tanzanian universities. The result showed a preference for compromising and low-integrating (co-operative) patterns, as well as high-integrating and low-compromising (competitive) patterns. Notably, these patterns were not mutually exclusive, indicating a nuanced approach to conflict management. In the second part of the study, the paper delved into the impact of servant leadership's cooperative behaviour on team performance, conflict resolution efficacy, and turnover intention. The results affirmed the positive relationship between integrating and compromising conflict management styles and team performance while forcing behaviour showed a negative correlation. Moreover, the study identified a negative relationship between accommodating and forcing conflict management styles and turnover intention. The paper concluded that servant leaders in Tanzanian universities adeptly combined different conflict management styles, mitigating the adverse effects of conflicts on team performance and turnover intention. Even though avoiding and accommodating conflict behaviours were used together, problem-solving and compromising strategies were used a lot. This showed that servant leadership was used in a more complex way in Tanzanian higher education. The study contributed valuable insights into the dynamics of servant leadership, conflict management, and organizational outcomes, emphasizing the need for a contextual understanding of leadership behaviours and their cultural implications.

Managing International - Civil Militarized Conflicts (I-CMC): Empirical Patterns

ABSTRACT This study examines international-civil militarized conflicts (I-CMCs), those that lie at the intersection of violent intra- and interstate conflict. The data compilation identifies I-CMCs and the different conflict management approaches specifically used to manage them (i.e., negotiation, mediation, legal, peacekeeping, sanctions, and military intervention). We describe the patterns of conflict management in I-CMCs over the period 1946–2010, with respect to both serious civil and interstate conflicts. Among the key findings are that conflict management in general is very frequent (about 18 attempts per interstate confrontation and much more for serious internal conflict) and mediation is by far the most frequent approach.

Teachers' Patterns of Management of Conflicts With Students: A Study in Five European Countries.

The present study proposed an application of the Rahim’ Model of Conflict Management, and aimed to explore the styles of handling interpersonal conflicts with students adopted by teachers from five European countries (Italy, Spain, Germany, Belgium, Austria), identifying specific patterns and evaluating potential differences according to teachers' Gender, Age, Working Seniority and Country of belonging. Overall, 589 secondary school teachers completed a questionnaire consisting of Socio-demographic characteristics and the Rahim Organizational Conflict Inventory-II (ROCI-II, Form B). Non-hierarchical k-means cluster analysis was employed to derive patterns of conflict management, identifying four patterns labelled as Multi-strategic and Engaged, Multi-strategic and Solution-Oriented, Control-Oriented and Avoidant, and Mediating. Significant differences between countries were found in the numbers of teachers grouped across the four patterns. Findings identified stable and meaningful patterns for evaluating teachers' styles of management of interpersonal conflicts with students and for promoting teachers’ effectiveness in conflict management in the European school context.

“In my home nobody spoke about religion, politics or football”: Communicative silences among generations in Argentina and Chile

Social silence has been one of the poignant concepts of memory studies, although one predominantly encapsulated by “traumatic” and “denying” approaches. In contrast, this article focuses on broader daily life dynamics of narrating silence to understand mnemonic cultures. By denoting practices of silence, individuals connote underlying regulations about what can be brought to the fore or left “under the carpet.” Based on biographical narratives of members of two post-dictatorial generations in Argentina and Chile, I identify five mechanisms which produce silence among generations: fear of talking, a collective template of reconciliation, a lack of repertoires of justification, the control of symbolic boundaries, and patterns of conflict management. Finally, I claim that these mechanisms—or varieties of silence—act more efficiently in Chilean than Argentinean political culture. This might be as a result not only of opposed transitional justice paths but also of different communicative patterns historically rooted.

The Effects of Verbal and Nonverbal Communication on Relationship Satisfaction in Thaigerman Couples

This study aims to explore the ways in which Thai-German couples perceive their mutual verbal and nonverbal communication as causing them dissatisfaction in their daily lives. Furthermore, it investigates the extent to which the partners’ mutual communication satisfaction is correlated to the general satisfaction with their relationship. A mixed-methods approach was used for data collection. The data were collected from 544 questionnaire respondents and 11 interviewees. Data analysis employed statistical analyses for quantitative data (2 sets of questionnaires), and text analysis for the individual indepth interview. The survey results indicated a strong positive correlation between communication satisfaction and relationship satisfaction: r (531) = +.62, p < .001, while the interviews narrowed down the specific communicational problems for the Thai-German couples. These included linguistic skills, accent, pronunciation, grammar, different styles of communicating (direct vs. indirect communication), and differences in emotional expressiveness. Meaningful contrasts were found in the use of humor, eye contact, smiling, intimate touch and personal space. Patterns of conflict management were described, as well as the phenomena of double cultural identity and third language building, which were present in successful relationships.

Critiquing Anthropological Imagination in Peace and Conflict Studies: From Empiricist Positivism to a Dialogical Approach in Ethnographic Peace Research

ABSTRACTThis article seeks to show how the ethnographic peace research agenda can benefit from long-standing discussions in the anthropological literature. It sets out by arguing that the ‘anthropological imagination’ apparent in recent debates in peace and conflict studies is informed by an empiricist positivism that conceives of ethnography as a data-gathering tool. By drawing insights from the ‘writing culture’ and ‘Third World feminism’ debates, I will show how such empiricism was challenged and partly done away with in favour of new dialogical and collaborative approaches to knowledge production. In the second part, focussed on the context of the Kyrgyz Republic in Central Asia, I will illustrate the limits and blind spots of the prevalent empiricist approach to studying peace and conflict by showing how discourses and imaginaries of a ‘culture of peace’, tolerance and multiculturalism conceal forms of exclusion, marginalization and hidden conflict. I will show how my own collaborative research sheds light on community security practitioners’ efforts to understand and tackle security challenges. This practico-discursive analysis exemplifies how critical ethnographic peace research can help to uncover patterns of conflict management, post-conflict governmentality, and the construction and ‘othering’ of group identities.

Asian Couples in Negotiation: A Mixed‐Method Observational Study of Cultural Variations Across Five Asian Regions

The purpose of this study was to explore variations in how contemporary couples from five different Asian regions negotiate disagreements. Video recordings of 50 couples (10 each from Japan, Korea, Mainland China, Taiwan, and Hong Kong) discussing unresolved disagreements provided raw data for quantitative and qualitative analyses. First, teams of coders from each region used a common protocol to make quantitative ratings of content themes and interaction patterns for couples from their own region. An interregional panel of investigators then performed in-depth qualitative reviews for half of these cases, noting cultural differences not only in observed patterns of couple behavior but also in their own perceptions of these patterns. Both quantitative and qualitative analyses revealed clear regional differences on dimensions such as overt negativity, demand-withdraw interaction, and collaboration. The qualitative results also provided a richer, more nuanced view of other (e.g., gender-linked) conflict management patterns that the quantitative analyses did not capture. Inconsistencies between qualitative and quantitative data and between the qualitative observations of investigators from different regions were most pronounced for couples from Korea and Japan, whose conflict styles were subtler and less direct than those of couples from the other regions.

Democratic Communities and Third-Party Conflict Management

We explore how the domestic political institutions of states in the neighborhood of international disputants affect the incentives for third-party conflict management. Existing scholarship has argued that as the number of democracies in the international system increases, disputants are more likely to want and find third-party conflict management. We propose two alternative explanations for the connection between democratization and changing patterns of conflict management that consider more localized mechanisms. We posit that neighboring democratic leaders, with stronger incentives to deliver public benefits, will be more willing to push for their involvement as third parties, particularly when the disputes are sufficiently salient to affect regional security dynamics yet not so difficult that protracted engagement is likely. We also posit that, since international organizations (IOs) tend to be more engaged in democratic communities, IOs will be more active peacemakers in disputes, especially intractable and violent ones, that occur in heavily democratic regions. Using event history analysis of the Issue Correlates of War (ICOW) data, we find support for these arguments. Disputants with many democratic neighbors are more likely to experience third-party conflict management by democracies—this effect is increasing in the salience and decreasing in the intractability of the dispute—and IOs—this effect is increasing in the intractability of the dispute. Counter to expectations based on a logic of norm diffusion, third-party conflict management is not more likely among democracies that are in dispute with each other nor when the proportion of democracies in the international system increases.

East Asian Peacemaking: Exploring the Patterns of Conflict Management and Conflict Settlement in East Asia

There is an emerging academic debate on what has been called the “East Asian Peace”—the relative peacefulness of the East Asian region since 1979. In this study I develop a critical argument that aspires to clarify what the “peace” in East Asia is. Distinguishing conflict management from conflict settlement I argue that the East Asian Peace has played out quite differently in different types of conflicts. What has changed, I contend, is not the frequency of armed conflicts but rather how the armed conflict has been managed. Military interventions have substantially decreased, whereas internal armed conflicts have actually slightly increased since 1979. Peace agreements have become less common, while conflict termination through cease-fires and low activity has increased. Internal armed conflicts with low-level foreign involvement remain an acute security problem in East Asia. This article describes the empirical trends and discusses the implications for further research.

Group communication and conflict management in an electronic medium

PurposeThis study aims to explore the use of a Computer‐mediated Communication (CMC) system in‐group conflict management, with specific attention directed toward analyzing the task effect on conflict management patterns of groups in CMC interaction.Design/methodology/approachTwo tasks are used in experimental design to analyze interactions and conflict management patterns within e‐mail communication environment. Group composition and communication medium were kept constant. The group working relations coding system (GWRCS) was used to examine group interaction patterns that characterize the conflict management process.FindingsThe results demonstrate that task type influences the group conflict management process and the extent to which a group employs different levels of confrontiveness strategy in its interaction and conflict management patterns. Specifically, intellective task conflict is best handled by a high confrontiveness while cognitive task conflict is best handled by a moderate confrontiveness strategy.Research limitations/implicationsThe study used small group size and did not take into account variation in group size. Thus, the degree to which a larger size groups might affect the results is unknown. The study showed that group effectiveness requires different conflict management and interaction patterns for different tasks even within the same communication medium.Originality/valueThe study outlined the importance of task types in conflict management within the same group and within the same communication technology. It also stressed the fact that individuals apply technology differently to negotiate conflict based on tasks.

Linking emotion to the social brain

In 2006, research on the neurotransmitter serotonin and its transporter protein (5‐HTT) in the synaptic gap celebrated a series of anniversaries. Forty‐five years earlier, presynaptic neurotransmitter uptake was discovered (Hertting & Axelrod, 1961). Two decades later, 5‐HTT was first linked to depression (Langer et al , 1981), shortly after its identification as a target of antidepressant drugs (Raisman et al , 1979). The sequence of the transporter gene from rats was published 10 years after that (Blakely et al , 1991), which initiated an avalanche of molecular genetic studies on the regulation of emotionality. This research culminated in two reports revealing an association between variations of the 5‐HTT gene ( 5‐HTT and SLC6A4 ) and anxiety‐related traits as well as depression (Collier et al , 1996; Lesch et al , 1996). Since then, clinical studies have further supported the link between variants of 5‐HTT and disorders in the regulation of emotion. Although modest effect sizes—typical of non‐Mendelian traits—polygenic patterns of inheritance, epistatic and epigenetic interactions, and heterogeneity between studies confounded the results, 5‐HTT comprises a model molecule for studying gene–environment interactions in cognitive and psychiatric neuroscience. The demonstration in rhesus macaques that stress early in life uniquely reinforces links between variations of 5‐HTT , behaviour and psychopathology seems to herald in a new era of behavioural genetics. Moreover, the discovery that 5‐HTT is a susceptibility gene for depression is a first step towards explaining the molecular dimensions of personality and behaviour, identifying physiological pathways that lead to other disorders of cognitive function and emotion, and analysing the interactive effects of genes and environment in the development of disease. On the heels of these results from behavioural genetics, novel approaches including neurophysiology, neuropsychology and functional neuroimaging, as well as the inclusion of other phenotypes (such as higher cognitive functions, communication skills, social competence and longevity), have …

THE ROLE OF EMOTIONS IN CONFLICT MANAGEMENT: THE CASE OF WORK TEAMS

The current study aims to identify the factors underlying differing preferences for conflict‐management patterns within work teams. Two major antecedents of dispute resolution modes were examined: the team members' emotional reactions to and their perceptions of the type of conflicts encountered in their work group. The sample consisted of 69 medical teams, comprising 331 employees (nurses and physicians) employed in several medical organizations. Self‐report structured questionnaires were used to assess the research variables. A series of regression analyses showed that cooperative (integrating and compromising) patterns of conflict management were associated with positive intragroup emotional states; contentious (dominating) patterns were associated with positive as well as negative emotions; and an avoidance pattern was associated with negative emotions only. Additionally, negative emotions were found to mediate the association of relationship conflict with a dominating pattern of conflict management. The findings point to the centrality of emotional states in determining conflict management preferences at the intragroup level.

The Role of Emotions in Conflict Management: The Case of Work Teams

The current study was designed to investigate conflict dynamics in intact work teams, focusing on the role of emotional experience in the process of conflict management. Furthermore, we attempted to elucidate the contribution of an individual disposition (self-efficacy) and a situational-group factor (ethical climate) to emotions experienced toward group members, thereby indirectly affecting conflict management patterns. Sixty nine medical teams, comprising 331 employeess (mainly nurses and physicians) participated in the study. Self-report structured questionnaires were used to assess the respondents intra-group conflict management patterns, their self-efficacy, positive and negative emotions towards the work team and the team ethical climate. Path analyses of the data show that constructive pattern of conflict management is associated with positive emotional intra-group experience, which in turn is positively related to self-efficacy and to a climate of concern for organizational interests. A destructive pattern was associated with negative emotions and negatively with self-efficacy. The findings seem to suggest the centrality of emotional experience in conflict management processes at the intra-group level.

Conflict Management in Work Teams: The Role of Social Self-Efficacy and Group Identification

The current study examined the relationships between conflict management patterns within work teams and individuals' group identification, and social and global self-efficacy. Four hypotheses were tested: 1. The individual's level of group identification is positively correlated with constructive behaviors in conflict situations. 2. The level of global and social self-efficacy is positively linked with active modes of conflict management. Hypotheses 3 and 4 proposed interaction effects of group identification and social self-efficacy on patterns of intra-group conflict management. Sixty seven members of scouts', pre-military communes, 48 females and 19 males, representing 13 work teams, participated in the study. Rahim's (1983) conflict inventory was used to assess the subjects' conflict management patterns. The social self-efficacy was measured by an adapted version of Muris' (2001) instrument, and global self-efficacy by Chen & Gully (1997) questionnaire. Group-identification was assessed by Henry et al. (1999) questionnaire. The results indicated positive association of group identification with the integrative conflict management pattern and negative association with the dominance pattern. The findings lend support to the hypothesis about positive association between self-efficacy and active conflict management modes. An interaction effect of group identification and social self efficacy was found on three out of five conflict management patterns: compromising, dominance and avoidance.

CONFLICT MANAGEMENT IN WORK TEAMS: THE ROLE OF SOCIAL SELF‐EFFICACY AND GROUP IDENTIFICATION

The current study focused on intra‐group conflict by attempting to elucidate individual and situational factors underlying choices along two dimensions of conflict management patterns: engagement versus avoidance and constructive versus destructive. In the study, the role of two types of self‐efficacy (global and social) among group members was investigated, as was the sense of group identification in team dispute resolution preferences modes. Sixty‐seven members of volunteer community service communes in the Israeli Scouting youth movement, 48 females and 19 males, representing 13 intact teams, participated in the study. Self‐report structured questionnaires (previously used and adapted for this study) served as research instruments. Both global self‐efficacy and group identification independently predicted the conflict engagement‐destructive pattern of domination. Social self‐efficacy served as the sole predictor of the preference to manage intra‐team conflict by means of integrating—the engagement‐constructive mode. In contrast, the choice of compromising was also fostered by the joint contribution of social self‐efficacy and group‐identification, beyond the direct effect of social self‐efficacy. The study corroborates the assumption that conflict management patterns within an intact team are related to dispositional variables on the individual level, i.e., global and social self‐efficacy, and to the team‐related variable of group identification.

The management of border disputes in African regional sub-systems: comparing West Africa and the Horn of Africa

In Africa, the management of border disputes varies from sub-region to sub-region. Most puzzling is the difference between West Africa and the Horn of Africa. In the latter, border disputes are much more likely to escalate into war than in the former. Seeking to solve this puzzle, this study focuses on the territorial integrity norm. It departs from existing accounts of this norm in two ways: first, it does not choose the region but the sub-region as the level of analysis. Second, it does not isolate the territorial integrity norm from its social context but analyses the interplay of the norm with the social structure in which it is embedded. It concludes that the territorial integrity norm in West Africa is part of a social structure different from that in the Horn of Africa. It is this difference that explains the different patterns of conflict management in the two sub-regions.

PATTERNS OF STYLES IN CONFLICT MANAGEMENT AND EFFECTIVENESS

Most studies of conflict handling styles in organizations analyze these styles separately. These studies assume that individuals are oriented towards the use of one of the styles of conflict management. As a result, different styles are compared one by one as if they were independent. In contrast, from a more all‐embracing perspective people are seen as adopting configurations of styles. The interest in this alternative perspective lies in exploring the relations between these styles, how they combine and form patterns of conflict styles. This article presents an exploratory study that seeks to identify empirically the specific combinations of conflict handling styles that result in differentiated patterns within groups of managers. By using hierarchical and non‐hierarchical cluster analyses of a sample of managers, different patterns of conflict management were identified. The effectiveness of each of the resulting patterns was analyzed in terms of its influence on the parties' joint substantive outcomes and their mutual relationship. Results show that patterns using multiple conflict handling styles were more effective than patterns based on a single style.

The executive way: conflict management in corporations

List of Figures and Tables List of Cases Preface and Acknowledgments 1: Introduction 2: Setting the Scene 3: Patterns of Conflict Management in Thirteen Executive Contexts 4: Modern Times: Authoritative Conflict Management in a Mechanistic Bureaucracy 5: Silent Hives: Minimalistic Conflict Management in an Atomistic Organization 6: Brave New World: Reciprocal Conflict Management in a Matrix System 7: Conclusion: Orthodoxy, Change, and Identity Appendix A: Anatomy of an Ethnography of Business Elites Appendix B: Aggregate Comparative Data Appendix C: Glossary of Native Terms at Playco Notes References Index

Two Patterns of Conflict Management in Industry

Industrial Relations: A Journal of Economy and SocietyVolume 12, Issue 2 p. 213-223 Two Patterns of Conflict Management in Industry JOSIP ZUPANOV, JOSIP ZUPANOV *Associate Professor of General and Industrial Sociology, Faculty of Economics, University of Zagreb, YugoslaviaSearch for more papers by this author JOSIP ZUPANOV, JOSIP ZUPANOV *Associate Professor of General and Industrial Sociology, Faculty of Economics, University of Zagreb, YugoslaviaSearch for more papers by this author First published: May 1973 https://doi.org/10.1111/j.1468-232X.1973.tb00550.xCitations: 1Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume12, Issue2May 1973Pages 213-223 RelatedInformation