**8.3. Status conflict**

More recently, Bendersky and Hays [48] introduced status conflict to the intragroup conflict conversation. Status conflict relates to conflicts that arise due to hierarchical structures within the group [48]. Bendersky and Hays [48] defined status conflict as: "Disputes over people's relative status positions in their group's social hierarchy". In their research, they [48] identified status conflict to be negatively associated with information sharing, and highly impactful to group performance (negatively associated).

intended to end hostility [58]. Whereas, conflict management is more. Management recognizes that not only can conflict be too high, but it also can be too low. Conflict management asks the question, what is the desired level of conflict necessary for success at the interpersonal, group, or intergroup level [49]. Thus, conflict management not only recognizes that conflict can hinder progress, it embraces the idea that conflict enables new ideas, better deci-

Complex Adaptive Systems: Adapting and Managing Teams and Team Conflict

http://dx.doi.org/10.5772/intechopen.72344

83

Approaches and techniques for conflict management vary greatly from conversations, to third-party involvement, to violent acts [58, 62, 66]. This section will focus on resolving and stimulating conflict through nonviolent constructive approaches and techniques. As with strategies and tactics, approaches, like strategies, tend to be broad in nature - ideas and guides to thinking. On the other hand, techniques are more like tactics that are more specific and actionable. This section will be spent focusing on techniques. However, approaches are iden-

One approach outlined by Robbins [49] focused on the desired level for conflict. This approach defines conflict as an opposition between two parties. It recognizes that conflict can occur at the interpersonal, group, or intergroup level. This approach considers the traditionalists, behaviorist, and the interactionist view of conflict management. With both the traditionalists and the behaviorist, the approach is to eliminate conflict. But, the interactionist encourages conflict. Through this approach, conflict enables change. Therefore, conflict management is not just the resolution of conflict, but also the stimulation to foster improvement. Eight different conflict

Another approach outlined by Lan [50] considers the individual status of the conflicting parties. This approach to conflict takes a U.S. centric view. In this approach, the distinct conflict players are the conflicting parties, the observers or onlookers and conflict resolvers. There are three authority related values systems: managerial, political, and legal. The managerial system values efficiency and effectiveness and views the individual as an impersonal objective case. The political system values representation and views the individual as a member of a group. The last system, the legal system, values constitutional integrity; it views the individual as having equal rights. Conflict management is evaluated, stimulated and resolved through one or a combination of these systems. Three primary conflict management tech-

Within the last approach, proposed by Thomas [52] and by Rahim and Magner [51], each consider the concern for others (cooperativeness) and concern for self (assertiveness) as key predictors in how individuals will manage conflict. These researchers used a two by two matrix to predict conflict management styles based on the strength of each consideration—ranging from high concern for both self and others to low concern for self and others. Five conflict management techniques are identified [51, 52] and are presented in the following section.

sion making, and creativity itself [49, 58, 65].

management techniques are identified [49].

*9.2.1. Approaches*

**9.2. Conflict management approaches and techniques**

tified as a basis for explaining how the techniques developed.

niques are presented with additional alternative techniques [50].
