Conflict avoiders and compromisers: toward an understanding of their organizational communication style
Article Abstract:
Individuals who avoid conflict and prefer compromise reduce the opportunity to make constructive use of differences and may negatively affect the organizations in which they work. A survey of 118 members of a large midwestern community revealed that conflict avoiders demonstrate distinct communication styles, continually structuring much of their communication to avoid disagreement. Those most likely to use a compromising style were individuals expecting to remain in their current positions. Managers were more likely than their non-managerial colleagues to employ a competitive style, and it is suggested that a competitive conflict style is an indicator for promotions.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1986
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Informal influence in the formal organization: psychological and situational correlates
Article Abstract:
Workers' informal influence over supervisors and work unit peers is examined through study of two psychological and three situational variables. Eighty subjects in 12 work units of four public and quasi-public organizations in the Pacific Southwest completed questionnaires. Job uncertainty may play a significant but reduced role in peer influence when compared to supervisory influence. Findings also support the notion that when job uncertainty and work unit power are paired, they provide independent, explained variance in coworker influence. Psychological predictors were not found to moderate the relationship between influence and situational factors.
Publication Name: Group & Organization Studies
Subject: Psychology and mental health
ISSN: 0364-1082
Year: 1986
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