Conflict Management Styles: Why Is Compromise So Favourably Viewed?

Boris Kabanoff
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Boris Kabanoff: Australian Graduate School of Management, University of New South Wales, Kensington.

Australian Journal of Management, 1989, vol. 14, issue 1, 29-48

Abstract: In the analysis of conflict management styles, compromising is represented as an intermediate mode of dealing with conflict in terms of coöperativeness and assertiveness. But research findings suggest that compromising is perceived as both highly coöperative and moderately assertive. This study compares the different perceptions of compromising and frequency of compromising by people with competitive versus non-competitive orientations towards dealing with conflict. Based on a review of existing research, and new data, it is shown that perceptions by the two groups differ, particularly in the perceived strength of compromising (i.e. competitive people see compromise as a weakness), and that competitive persons are less likely to compromise in both hypothetical and actual conflict situations. Perceptions of compromising and the likelihood of compromising in conflict situations appear closely linked to preferences for coöperation versus competition.

Keywords: CONFLICT; MANAGEMENT STYLES; COMPETITON; COOPERATION (search for similar items in EconPapers)
Date: 1989
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Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:14:y:1989:i:1:p:29-48

DOI: 10.1177/031289628901400102

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