**4. Research on conflict resolution**

utilization of these dimensions. These theories distinguish five main conflict resolution styles,

Conflicts occur in a variety of social contexts, not excluding the working life. Collins [26] argues that the occurrence of conflicts in the work environment is inevitable, and therefore it is desirable to learn to address them and try to exploit their potential benefits. If the conflict is not properly resolved, losses occur in mutual relationships, trust, psyche, and often also in an organization as a whole [27]. At the same time, however, it is necessary to point out that if managers are forced to spend much time on conflict resolution, they lack behind in other

Effective conflict resolution in an organization or business is currently considered a legitimate, inevitable, and positive predictor of effective organization management. It is crucial for business productivity. Conflict is an essential feature of organizational life [28]. The organization is a place where there are disagreements in opinions and goals, and where conflicts among people but also among groups are seen as a common phenomenon, which cannot be avoided by any organization. According to [29], conflicts are reflected in the organizational structure, rules, procedures, and management. A key factor in working with organizational conflict is its impact on improving the organizational environment. However, the conflict must be functional; its solution must be the result of creative procedures. Only in this way can the conflict contribute to the achievement of organizational goals. On the other hand, if the

In the context of conflict issues in general and conflict resolution in managerial work, the issue of how effective conflict resolution can be is tackled in the forefront. The method of conflict resolution is essential for its further development in terms of the escalation or de-escalation of the conflict. However, this does not mean that there is no appreciation of the use of means

Various theoretical and methodological concepts of conflict resolution methods are described in the literature. Even though these concepts correspond to certain theoretical and methodological bases, their common characteristic is in most cases to identify and specify individual attributes of the conflict resolution methods. In several publications, we can find the previously mentioned concept of Thomas and Kilmann [22]. In conflict resolution, in addition to the previously mentioned methods [22], there are styles such as dominance, positive vs. negative style, passivity, integration, delegation, mediation, negotiation, understanding, forgiveness, etc.

Irrespective of conflict resolution methods, Owen [31] recommends not to avoid conflicts, not

The ways of resolving conflicts can be discussed from different viewpoints. In several of our researches, we focused on the situational concept of conflict definition and ways of their reso-

When characterizing the basic concepts of conflict resolution, it is clear as we have already mentioned that it is not possible to characterize, examine, and interpret this problem in isolation from the situation in which the particular conflict occurred and from the personality

which are: avoidance, rivalry, compromise, adaptation, and cooperation [25].

conflict is uncontrollable, it can have dysfunctional consequences [30].

take them personally, and take a neutral, emotion-free stance.

lution in the context of gender issues.

traits of the people who are actors of the conflict.

management activities.

100 Organizational Conflict

to prevent conflicts.

In one of our research projects [35] dealing with conflict resolution by managers, we have attempted to identify the differences in the ways of resolving conflicts in different situations. The research file consisted of 52 managers (29 top managers and 23 line managers), of which 28 were men and 24 were women. The average age of these managers was 32 years, and the average length of managerial experience was 9 years. Data collection was carried out in 2013 by means of the snowball sampling method.

In the research, we used the questionnaire method. The questionnaire contained two model situations:

Situation 1: Imagine that someone is backbiting and you learn about it. What do you do?

Situation 2: You have a feeling injustice because of being falsely accused of something. What do you do?

The model situations took place in three different environments (at work, at home, and among friends) and in each environment the respondent had to choose from five options to resolve the conflict situation (avoiding, accommodating, collaborating, compromising, and competing) that corresponded to the concept by [22]. The individual ways to resolve the conflict were judged by managers on a 6-point scale from 1 (definitely yes) to 6 (definitely no).

The difference in the preference of avoiding solutions in the backbiting situations and false accusations at work was statistically significant at the significance level of 0.001. Managers in both cases rejected this way of solving the conflict. The identified statistically significant difference depending on the situation can only be interpreted in terms of the degree of the expressed disagreement (**Table 1**).

The difference in the preference of accommodation in the backbiting situations and false accusations at work was statistically significant at the significance level of 0.000. In this case, the difference was also identified in the degree of the refusal of this conflict resolution method by managers (**Table 2**).

The difference in the preference of collaboration in solving these conflicts in the context of the work was statistically significant at the significance level of 0.002. This way of resolving the conflict was in the situation of backbiting rather refused by managers. On the contrary, in the situation of false accusations, they rather agreed. It should be stressed that in this case the differences are substantial, as the preference of this procedure is in a backbiting situation in the refusal direction, but in the accusation situation in the direction of acceptance (**Table 3**).

The second environment in which we analyzed the preference of individual ways of resolving the conflicts examined was the family. Differences in the preference of avoiding, accommodating, collaborating, and compromising in terms of backbiting, and false accusations in the

Compromising 2.23 2.00 1.205 0.234

Competing 4.71 4.10 4.015 0.000

**Table 5.** Situations: backbiting at work and false accusations at work—resolution method: competing.

**Table 4.** Situations: backbiting at work and false accusations at work—resolution method: compromising.

**Work: backbiting Work: false accusations t p**

Conflict Resolution by Managers

103

http://dx.doi.org/10.5772/intechopen.71618

**Work: backbiting Work: false accusations t p**

The third environment in which we analyzed the preference of the different ways of resolving the conflicts examined was the social situation among friends. Differences in the conflict resolution methods of avoiding, accommodating, and collaborating between the types of conflicts

Statistically significant differences were found in the preference of the conflict resolution

The difference in the preference of compromising as a method of dealing with backbiting and false accusations was statistically significant at the significance level of 0.031. Managers preferred this solution in both types of conflict. The statistically significant difference found can be interpreted in terms of a different degree of acceptance of this conflict resolution procedure. Moreover, this way of conflict resolution in the context of friends is preferred by manag-

The difference in preference of competing as a way of solving the given types of conflicts was statistically significant at the significance level of 0.041. In addressing both types of conflict, managers have been slightly opposed to this solution. The detected statistically significant

Compromising 2.21 1.90 2.217 0.031

Competing 3.98 3.58 2.095 0.041

**Table 7.** Situations: backbiting among friends and false accusations among friends—resolution method: competing.

**Table 6.** Situations: backbiting among friends and false accusations among friends—resolution method: compromising.

**Friends: backbiting Friends: false accusations t p**

**Friends: backbiting Friends: false accusations t p**

family context are not statistically significant.

examined are not statistically significant.

methods of compromising and competing (**Tables 6** and **7**).

ers in the case of false accusations rather than backbiting (**Table 6**).

The difference in the preference of the compromise as one of the options for solving the examined conflicts in the context of work was not statistically significant (0.234). The differences in this strategy in both situations did not differ. Managers in both situations agreed to this conflict resolution process (**Table 4**).

The difference in preference of competition as a way of solving these types of conflicts in the context of work was statistically significant at the level of 0.000. In this case, the managers expressed their disagreement with this approach to resolving the given conflicts. The identified statistically significant difference is in the degree to which this method of conflict resolution by managers is refused (**Table 5**).


**Table 1.** Situations: backbiting at work and false accusations at work—resolution method: avoiding.


**Table 2.** Situations: backbiting at work and false accusations at work—resolution method: accommodating.


**Table 3.** Situations: backbiting at work and false accusations at work—resolution method: collaborating.


**Table 4.** Situations: backbiting at work and false accusations at work—resolution method: compromising.

The difference in the preference of avoiding solutions in the backbiting situations and false accusations at work was statistically significant at the significance level of 0.001. Managers in both cases rejected this way of solving the conflict. The identified statistically significant difference depending on the situation can only be interpreted in terms of the degree of the

The difference in the preference of accommodation in the backbiting situations and false accusations at work was statistically significant at the significance level of 0.000. In this case, the difference was also identified in the degree of the refusal of this conflict resolution method by

The difference in the preference of collaboration in solving these conflicts in the context of the work was statistically significant at the significance level of 0.002. This way of resolving the conflict was in the situation of backbiting rather refused by managers. On the contrary, in the situation of false accusations, they rather agreed. It should be stressed that in this case the differences are substantial, as the preference of this procedure is in a backbiting situation in the refusal direc-

The difference in the preference of the compromise as one of the options for solving the examined conflicts in the context of work was not statistically significant (0.234). The differences in this strategy in both situations did not differ. Managers in both situations agreed to this

The difference in preference of competition as a way of solving these types of conflicts in the context of work was statistically significant at the level of 0.000. In this case, the managers expressed their disagreement with this approach to resolving the given conflicts. The identified statistically significant difference is in the degree to which this method of conflict resolu-

**Work: backbiting Work: false accusations t p**

**Work: backbiting Work: false accusations t p**

**Work: backbiting Work: false accusations t p**

Accommodating 4.08 4.94 3.766 0.000

Collaborating 3.79 3.25 3.204 0.002

**Table 3.** Situations: backbiting at work and false accusations at work—resolution method: collaborating.

Avoiding 4.12 5.04 3.628 0.001

**Table 1.** Situations: backbiting at work and false accusations at work—resolution method: avoiding.

**Table 2.** Situations: backbiting at work and false accusations at work—resolution method: accommodating.

tion, but in the accusation situation in the direction of acceptance (**Table 3**).

expressed disagreement (**Table 1**).

conflict resolution process (**Table 4**).

tion by managers is refused (**Table 5**).

managers (**Table 2**).

102 Organizational Conflict


**Table 5.** Situations: backbiting at work and false accusations at work—resolution method: competing.

The second environment in which we analyzed the preference of individual ways of resolving the conflicts examined was the family. Differences in the preference of avoiding, accommodating, collaborating, and compromising in terms of backbiting, and false accusations in the family context are not statistically significant.

The third environment in which we analyzed the preference of the different ways of resolving the conflicts examined was the social situation among friends. Differences in the conflict resolution methods of avoiding, accommodating, and collaborating between the types of conflicts examined are not statistically significant.

Statistically significant differences were found in the preference of the conflict resolution methods of compromising and competing (**Tables 6** and **7**).

The difference in the preference of compromising as a method of dealing with backbiting and false accusations was statistically significant at the significance level of 0.031. Managers preferred this solution in both types of conflict. The statistically significant difference found can be interpreted in terms of a different degree of acceptance of this conflict resolution procedure. Moreover, this way of conflict resolution in the context of friends is preferred by managers in the case of false accusations rather than backbiting (**Table 6**).

The difference in preference of competing as a way of solving the given types of conflicts was statistically significant at the significance level of 0.041. In addressing both types of conflict, managers have been slightly opposed to this solution. The detected statistically significant


**Table 6.** Situations: backbiting among friends and false accusations among friends—resolution method: compromising.


**Table 7.** Situations: backbiting among friends and false accusations among friends—resolution method: competing.

difference can be interpreted in terms of a different degree of refusal of this conflict resolution process. This way of conflict resolution by managers in the context of friends is denied to a greater extent in the case of backbiting rather than false accusations (**Table 7**).

Comparisons of the responses of the male and female managers confirmed the existence of statistically significant differences in the preferences of conflict resolution methods in terms of

The addressed female managers had higher scores in the conflict resolution methods of com-

Female managers do not look for conflicts and therefore avoid them more often to maintain good interpersonal relationships. Tactically, they prefer to change the topic or ignore the problem. If the conflict cannot be avoided, they choose the compromise strategy, the basic idea of which is that the involved parties partially give up on what they wanted to achieve initially, and thus get something else out of their goals. This style, unlike collaborating (we did not find any statistical significance in it), however, often brings a much less satisfactory solution.

The third style, which female managers prefer more than male managers, is Accommodating that focuses on minimizing the conflict in order to preserve relationships. Women often sacri-

The goal of the competing way of resolving conflicts, in which the higher scores were achieved by the male managers, is to win over others and force them to accept their opinions. This often escalates the already created conflict and increases the likelihood of conflict occurrence in the future. It is demonstrated by convictive techniques, using the position, power and influence, imposing suggestions on others, assertive and aggressive behavior. This style is adequate for the quick and vigorous decisions needed to achieve the best results. Several other studies have confirmed our findings that men prefer the use of a dominant style of conflict resolution, unlike women who prefer to avoid in conflict [13]. Women often try to mitigate the conflict using the strategy of compromise or the explanation of behavioral patterns. Men will use

Understanding gender roles in a conflicting interaction is based, according to [43], on the theory of communication differences. The authors refer to the research that shows that in

Male 3.11

Male 2.87

Male 3.73

Male 2.67

**Table 8.** Comparison of assessment of conflict resolution methods between female and male managers.

**Gender M t p**

4.053 0.000

Conflict Resolution by Managers

105

http://dx.doi.org/10.5772/intechopen.71618

3.562 0.001

−3.759 0.000

4.158 0.000

four styles (accommodating, compromising, competing, and avoiding) (**Table 8**).

promising and avoiding, and the male managers in the strategy of competing.

fice their opinions and goals in order to maintain good relationships with others.

more physical strength to convince others [42].

Accommodating Female 3.64

Compromising Female 3.26

Competing Female 3.05

Avoiding Female 3.38

Conflict resolution methods—TKI

The presented findings relating to the differences in the preference of the individual ways of resolving conflicts between the situations of backbiting and false accusations markedly indicate the situational approach in defining the theoretical-methodological concepts of conflicts and ways of their resolution [28, 32]. Acceptance of the situational approach is confirmed by the differences in the preference of the individual ways of solving the conflicts examined in terms of the three settings (work, family, and friends), within which the analyses were carried out. In addressing these conflicts, managers clearly preferred a compromise solution and, to a certain extent, took into consideration also the context of collaboration. The situational context was most pronounced in terms of preference for the conflict resolution method of competing. At the same time, it is important to point out that the necessity to think about the situational approach in terms of conflict resolution methods was most evident in the work context. Interestingly, in dealing with these conflicts, the difference in the preference of compromising was reflected in the context of friends, but did not appear in the contexts of work and family.
