Running head: ORGANIZATIONAL CULTURE AND CONFLICT INSTRUMENT

Organizational Culture and Communication Conflict Instrument:

How Organizational Members Manage Conflict
Victoria Dressel & Yuanyuan (Lexi) Wang
Towson University

Abstract
This study explores the relationship between organizational culture and organizational conflict in
a large public university. The study examines the use of different organizational conflict
strategies within different organizational culture. Three types of strategies were demonstrated
and they are: non-confrontation strategies, solution-oriented strategies, and control strategies. A
qualitative study was conducted through pilot study survey and in-depth interview. The
relationship between organizational involvement culture and the solutions-oriented strategies
were examined to develop better communication within an organization.
Keywords: organizational culture, organizational communication conflict

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

Organizational Culture and Communication Conflict Instrument:

How organizational members manage conflict
Introduction
An organization's culture influences all aspects of organizational life and can potentially
give a very strong sense, belief, or understanding to organizational members about how to
perform and behave within an organization. Organization culture was defined as the
assumptions that a group of people invented (Reilly, 2008 p.1). Culture can generate
commitment to management so that organizational members feel they are working, managing,
and solving problems for an organization they believe in and can connect with. Whenever a
disagreement or conflict occurred within an organization and one of the parties had sufficient
power to settle it in the way he or she wished, it would force the solution he or she desired on the
other party (Likert & Bowers, 1970). Organizations adopt culture and all the members in the
organization also contribute. Meanwhile, the organizational culture affects the solution
organizational members conceived to manage conflict.
Organizational Culture of Involvement and Solutions-Oriented Strategies
Organizational members are given tasks to work independently or within dyads or groups
(Gross, Guerrero, & Alberts, 2004). The use of solution-oriented strategies to manage
conflict was assumed as a dependent variable (Bies, Shapiro, Cummings, 1988 p. 1). Under
these situations, management must seek to manage conflict competently if they want the
individual or groups to successfully fulfill their tasks and reach corporate goals. In an
organization, members in disagreement while performing a particular task must be included in
the process of resolving the conflict. Management must take steps to help each member see the
others point of view, then help the members take steps to find solutions in order to work toward

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

the same goal. Different solutions may be suggested and the use of compromise often helps to
make everyone come to a good, usable outcome. The result is members merging their ideas with
each other to create new alternatives for resolving the conflict.
Team members who are given the opportunity to positively share their ideas and
participate in decision making see themselves as contributors to the involvement culture. It
explores employee behaviors in a particular organizational setting and discusses the
differences between employees (Kwantes, Arbour, Boglarsky, 2007 p. 1). If management
encourages employees and shows consideration for their thoughts and ideas, employees are more
likely to feel a sense of commitment to corporate goals and strategies. For our research, we
assumed that this latter sense of commitment would more likely guide employees to move
toward the opposition and search for innovation to resolve conflict.
Organizational culture has received a lot of attention of the past few years
(Zamanou & Hacker 1994). Research on organizational culture or organizational conflict
mostly focused on the ways for better organizational communication. More hierarchical
culture was associated with lower safety climate (Singer, Falwell, Gaba, Meterko, Rosen,
Hartmann, Baker 2009 p. 1). Therefore, this study explores the relationship between
organizational culture and organizational conflict in understanding the influences of involvement
culture on solutions-oriented strategies in achieving better communication and performance
within an organization.
Literature Review
Organizational Culture
The information found in this review comes from a variety of sources that support the
initial hypothesis. According to Schein (1985), and the concepts discussed in his book,
Organizational Culture and Leadership, concepts of involvement and contribution work hand-inhand with the idea that management is only controlling the direction in which the focus of the
team is going.

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

According to Schwartz and Davis, organizational culture was defined as the pattern of
beliefs and expectations shared by the organization's members which produce norms that shape
the behavior of individuals and groups in the organization" (as cited in Fitzgerald & Desjardins,
2004). Organizational culture creates a sense of loyalty and commitment to the values of a
company. To serve as an incentive and motivation for their employees, organizations create a
culture that the organization seeks to duplicate and sustain. This culture provides employees with
a sense of working towards something as team members (Carmack, 2008). In addition to
employees, culture can have a positive effect on the companys clients and customers. As a result
of cultural influence, clients and customers can observe a positive work ethic among healthy
interaction among employees. These observations will help the clients and customers to be even
more motivated to continue doing business with the company (Carmack, 2008).
According to Gallicano (2013), how well your employees are capable of interacting with
each other is vital, because it will contribute to whether or not they are committed to the goal the
company wants to achieve. This action also reveals whether or not they are willing to follow the
direction of their manager or team leader (Gallicano, 2013). Additionally, according to Kanihan,
Hansen, Blair, Shore & Myers (2013), to make working together easier, a business manager must
properly delegate assignments to subordinates. By doing so, the manager will lighten the overall
workload of the group. A manager also must be able a transfer and move various resources to the
delegated groups to allow them to accomplish assigned tasks (Kanihan et al., 2013). The methods
used to gather the information in this article were conducted by communication managers with
extensive experience in utilizing teams to create and sustain feasible team strategies (Kanihan et
al., 2013). According to Kanihan (2013), for companies, the simplest connections are the best for
allowing resources to reach the teams that require the use of such resources. The use of this

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

informal power is vital in the practice of cultural involvement within the organization (Kanihan
et al., 2013).
Organizational Communication Conflict Management
Human nature is a prime factor that causes some people to fight for their advantage and
benefit. Conflict is inevitable and occurs in all walks of life on a regular basis. It occurs at home,
on the road, at social events and in the workplace. The normal occurrence in the workplace
happens between coworkers or team members. Many times, these coworker conflicts happen
because two or more parties cannot agree on how to accomplish a particular task. The
disagreement often springs from a lack of understanding between the differing parties (Glaser,
Zamanou & Hacker, 1987). Many companies acknowledge these problems and attempt to close
the gap between workers through the use of company functions, picnics and other activities that
create a sense of unity and teamwork. However, while conflict between differing parties may be
understood, it does not necessarily mean the parties will eventually agree. Often, these conflicts
are the result of differences in peoples respective cultures. International companies and those
that employ multiple nationalities find such realities to be the source of many conflicts within the
company (Glaser, Zamanou & Hacker, 1987). This research concurs that checking ones
voice at the door upon entering the workplace may not only compromise participatory
communication and organizational mindfulness but also compromise an organizations
ability to detect and manage risks that threaten personal, organizational, and national
health and wellbeing (Novak & Sellnow, 2009 p.1).
This cultural conflict is often seen in both positive and negative aspects. Strong cultural
contributions should not be discouraged. Rather, such contributions can serve to increase
organizational productivity if applied correctly by management and other leaders (Putnam &
Wilson, 1982). If they are not utilized properly, then such contributions will clash and create
disharmony among the team and potentially affect the organizations productivity (Putnam &

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

Wilson, 1982). Managers who ignore the conflicts that arise within the subordinates under them,
regularly find themselves receiving low satisfaction and efficiency ratings (Glaser, Zamanou &
Hacker, 1987). For example, the book, Communication Yearbook 6, cites a situation in which a
male manager or supervisor shows less inclination on coming to a reasonable compromise when
the conflict is among female subordinates (Putnam & Wilson, 1982). This lack of effort has a
potentially devastating effect on the company, because the one in a leadership role does not take
charge of the conflict (Putnam & Wilson, 1982). This book also describes female subordinates in
conflict with one another and the fact that a female manager is unwilling to help resolve the
conflict. This lack of professional commitment is another example of management not wanting
to deal with what is usually an emotional conflict between women (Putnam & Wilson, 1982).
Instead of doing what the manager was hired to do, she ignores the companys culture and goals
and does not seek a solution to the conflict. This problem is potentially harmful as well as it
portrays a situation in which subordinates are not encouraged nor given the opportunity to finds
solutions to the conflict (Putnam & Wilson, 1982).
Conflict Strategies Used in Managing Conflict
Putnam and Wilson (1982) conceptualized how often the members in an organization
used a particular strategy to manage conflict. Conflict management behaviors are
positively related to job satisfaction (Zhao & Liu, 1995 p 1). Three types of strategies were
demonstrated and they are: non-confrontation strategies, solution-oriented strategies, and control
strategies. These three strategies were regarded as the most common strategies used in conflict
management. Nonconfrontation strategies require organizational members avoid disagreements,
downplay controversies, and move away from the opposition (Putnam & Wilson, 1982).
Conflict has been a constant preoccupation of organizational theories (Gelfand, Leslie,

Keller,& de Dreu, 2012 p 1131). Solution-orientated strategies suggest organizational member

move toward the opposition to use compromise as well as search for innovation in order to

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

manage conflict opposition (Putnam & Wilson, 1982). Putnam and Wilson (1982) also
demonstrated the third kind solution strategy, which is control strategies. Organizational
members who use control strategies will manage conflict by arguing persistently for their
positions and using nonverbal messages to emphasize demands (Putnam & Wilson).
Organizational members would move against the opposition to fight for their own interests in an
organization. Some of the conflict resolution strategies covered in the book includes having
open communication about obstacles working together for a common goal, and the use of
humor to make policy changes for the better (Boonstra, 2013).
Using organizational strategies to manage conflict is also under the scale of
organizational members behave and performance. The selection of using which strategies to
manage conflict also influenced by the organizational culture developed by both organization
itself and its members.
Thus, the following hypothesis and research question were offered:
H1: The involvement culture will be related positively to the use of solutions-oriented
strategies to manage conflict within an organization.
RQ1:Do people use more compromise as well as search for innovation in conflict if they
participate more in decision making in an organization?
Method
Participants and Procedure
The total sample was 22 full-time students and faculties over the age of 18 at Towson
University (TU). TU is an organization consisting of 8 colleges with over 20,000 students
enrolled. It is one of the largest public universities in Maryland. The organizational members in
this organization are diverse. Of the 22 participants, 20 are undergraduate students and 2 are
faculties. Participants ranged in age from 19 to 38 years, with a mean age of 23.7 years. Of the
participants, 11 (50.0%) were males and 11 (50.0%) were females. The sample included 12
Caucasians (54.5%), four African-American (18.2%), three Asians (13.6%), and one Latino
(4.5%). Participants completed a survey that assessed their performance in organizational culture

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

and the strategies they used to manage organizational conflict. Nonrandom sampling techniques
were used during the quantitative study. The study use convenience, volunteer, and network
sampling procedures. Participants are investigators classmates, friends, and professors.
Two in-depth interviews were conducted separately at Towson Cook Library with two
organizational members. With the permission of two participants, the interviews were recorded.
Qualitative sample for in- depth interview is two TU currently undergraduate students, one Asian
male and one Caucasian female. The two participants were asked to answer ten interview
questions, included hypothetical question, feeling question, devils advocate question, opinion or
value question, once-upon a time question, descriptive question, time-line question, structural
question, contrast question, and knowledge question. Each interview lasted about one hour and
the two participants filled the pilot study survey at the end of the interview individually.
Quantitative Instruments
Pilot testing was chose to conduct a quantitative study. A 79-item survey with cover
letter and memo was developed for participants to answer questions about both organizational
culture and organizational conflict management. The questionnaires were administered by both
researchers and participants. Researchers explained the subject matter they were exploring, why
they are conducting this study, and for what course and discipline. The participants were asked
to tell what they think or feel, and they reporting on themselves.
Organizational culture survey. Organization culture survey was measured with Glaser,
Zamonou, and Hacker (1987) 36-items Organizational Culture Survey (OCS) scale. Participants
were instructed to rate the extent of 36 items about their teamwork including morale,
information, involvement, supervision, and meetings applied to their organizational culture.
Participants responded on a 5- point Likert Scale with response options ranging from 1 (to a very
little extend) to 5 (to a very great extend). Each of these factors represents a different facet of
organizational culture. Statements were modified to focus on an individuals forensics program:

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

people I compete with function as a team and my coaches are good listeners. Previous
alpha reliability, ranging from .63 to .91 has been reported (Glaser et al., 1987). Glaser et al.
(1987) validated the OCS. Validity refers to whether or not a measure is actually measuring what
is proposed (Kerlinger, 1986). This study focused on establishing concurrent validity by
correlating the SCSS with other established measures with which it should be theoretically
related. Specifically, six variables were chosen: teamwork, morale, information, involvement,
supervision, and meetings. They found they were related.
Organizational communication conflict instrument. The Organizational
communication conflict instrument (OCCI) scale was measured with Putnam and Wilson (1982)
a 30-item, 7-point Likert scale. Participants were asked to think of disagreements they have
encountered with their supervisors in task situations ranging from 1 (Always) to 7 (Never).The
OCCI identifies the frequency with which individuals use each of three conflict strategies:
nonconfrontation strategies, solution-orientated strategies, and control strategies (Putnam &
Wilson, 1982). Reliability coefficients obtained in previous studies have been greater than .80 for
all three dimensions (Putnam & Wilson, 1982). Reliability coefficients for the study were .54 for
solution-orientation, .70 for control, and .75 for nonconfrontation (Putnam & Wilson, 1982).
Putnam and Wilson (1982) validated OCCI. This study focused on establishing concurrent
validity by correlating the OCCI with other established measures with which it should be
theoretically related. The three variables were found related.
Qualitative Research Methods
Two in-depth interviews were held separately with two organizational members as a
method for collecting data. The two participants were asked to answer ten interview questions
and fill the pilot study survey questions at the end of the interview. The researchers discussed
with participants inner thoughts and feelings about TU organizational culture and the conflict
management at TU.

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Credibility. In order to make this research adequately represent participants reality, three
strategies will be used for the enhancement of the credibility of the study. Field research will be
used first to check the direction of this study is right and relate to the hypothesis. Member checks
will be conducted at the end of the study through personal interviews, focus groups, and emails
to ensure the findings would be credible. In addition, in order to enhance credibility of
qualitative research, saturation will also be developed at the end of the study when no more data
can be absorbed, combined with, or added. The missing part will be fixed and make the study
represent the reality better.
Pilot Study Analysis
Survey
Twelve demographic questions were created along with the 36 questions developed from
the original independent variable OCS and the 31 questions collected from original dependent
variable, OCCI. The twelve demographic questions included four nominal level of measure
questions, four ordinal level of measure questions, four interval level of measure questions, and
four ratio level of measure questions.
A memo with the instructions of the pilot study and a cover letter followed research
ethics and ethical guidelines were provided at the front of each survey. The participants right to
withdraw from the study was written in the cover letter to protect the participants right. The
focus of the study and methods to be employed also offered at the cover letter. A statement
surrounding confidentiality was provided to let participants understand that all the information
for this communication project is confidential. Participants have no qualms about the clarity of
the memo or cover letter.
For answering the demographic questions, one participant was concerned about her age
and did not answer that question. Another participant was concerned about his ethnicity and did
not choose any answer for the categories. Confusion caused by the not clear instructions of
answering the ordinal level of measure question, which is Giving five people (write down the

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11

relationship with you or the peoples occupation) rank with which you want to spend the most
time with. The participants were able to answer this question after the investigator offered
several examples. For the total 67 questions developed from original IV and DV, the big quantity
made a lot of participants lost patience and answered the second half of the survey questions
without enough thinking and consideration.
In-depth Interviews
This purpose of the interview was to gain perspective from two individuals regarding
how they would manage conflict as members of an organization as well as to explore the
relationship between organizational culture and organizational conflict in Towson University
(TU). The interview was conducted separately with each participant by investigators. The
interviewers sought to develop the in-depth interview protocol from the perspective of the
research question (RQ1) that asked, Do people use more compromise as well as search for
innovation in conflict if they participate more in decision making in an organization? The
information gathered is part of an effort to help increase the amount of communication and
performance levels among TU members. One of the questions, considered a structural question
and presented in instructional form that did not work for one of the interviewees was Question 8.
This question stated, Choose one of the three conflict management styles: non-confrontation
strategies, solution-oriented strategies and control strategies; list the main ingredients that make
your choice the most effective (we will explain these concepts to you). Without fully grasping
the concept of the three conflict management styles, the interviewee had a difficult time
formulating a good answer. The other question that proved to be difficult for both interviewees,
because neither had an educational background regarding the question was Question 9. This
question, categorized as a contrast question, stated, Describe the difference between nonconfrontation strategies and control strategies? Even after Levi explained the two strategies to

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12

her participant, he was unable to adequately provide an answer. Similarly, Victoria clarified the
strategies, but her participant was able to adequately provide an answer.
The interview did not require additional questions. The participants felt as if they had
enough information from the cover letter to participate in the study. Beside the two questions
mentioned earlier, the remaining ones were clearly understood. No change was needed regarding
the order in which the questions were given. The interviewees did not have any issues regarding
the interviewers speed of talk, tone of voice, facial expressions, or hand gestures. Both
participants thought the interviewers did a professional job delivering the questions and focusing
on the interviewees the entire time.
Limitation and Suggestions for Future Research
One limitation in the interview and survey process was that the interviewers were unable
to get any faculty members to participate. In future studies possibly the interviewers could ask in
advance faculty members at TU to participate. Different variables the interviewers could look it
could be relationship malignance in romantic relationships. A different population the researchers
could use is people who are in relationships. Two directions of future research would require
surveys and interview questions to ask the participants to understand what it takes to be in a
romantic relationship and to understand the effort and time that it takes to be in a romantic
relationship.
Another limitation is that the ethnicity of the participants. Most of them are Caucasians
and the results are mostly representing this group of people. Further research could increase the
diversity of the sample and examine people with different ethnicity. The third limitation is the
use of self-report measurements. This measurement caused the participants have the tendency to
answer questions in ways to make themselves appear more/less knowing of the organization.
Conclusion
The type of organizational culture that each company creates will influence how the
company is run, and that includes how conflict is resolved. Organizations that create a culture of

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13

inclusion where they value the opinion of each member are best able to have management work
together with their team members to resolve conflict. By making each person feel that they are
important to the company, they can understand their place in the organization and help to work
toward the goals of the company. According to Fitzgerald and Desjardins (2004) employees are
more involved in the organization and more participatory in decision making, when they
perceive their values are corresponding with the organization. Organizational members behaved
in the way they perceived is corresponding with their organizational culture. They also leaded by
the organizational culture to use strategies solve conflicts. Weber identified the motivations
behind peoples involvement in society. His analysis helped explain peoples attitude toward
such areas of life including the quality and effort of their work (House, Hanges, Javidan,
Dorfman, & Gupta, 2004).
King and Cushman explored high-speed management through analyzing organizational
behaviors (1994). They claimed that the strategies and tools involved in order to respond to a
new larger and more volatile environment have changed (King & Cushman, 1994). With the
development of globalization, organizational members would become more flexible and willing
to move towards the opposition to search for innovation according to the change of their roles in
participation (King &Cushman, 1994). The organizational conflict management connects to the
organizational culture developed by both organization itself and organizational members.

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Appendix A

Department of Communication Studies

Dear Participant:
April 2014

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17

This letter is a request for you to take part in a research project to assess the use of compromise
as well as search for innovation in conflict is related to the culture at Towson University. This
project is being conducted by Investigators Victoria Dressel and Yuanyuan (Lexi) Wang in the
Department of Communication Studies at Towson University. Your participation in this project is
greatly appreciated and will take approximately 10-15 minutes to fill out the attached
questionnaire.
Your involvement in this project will be kept as confidential as legally possible. All data will be
reported in the aggregate. You must be 18 years of age or older and enrolled as a full-time
student or a full-time faculty to participate. We will not ask any information that should lead
back to your identity as a participant. Completing the questionnaire and submitting it indicates
that you have agreed to participate in the study. Please complete the questionnaire independently
and be sure to read the instructions for each section carefully and answer all questions to
the best of your ability. There is no right or wrong answer. Your participation is completely
voluntary. You may skip any question that you do not wish to answer and you may discontinue at
any time. Your class standing or ethical reputation will not be affected if you decide either not to
participate or withdraw. There are no known risks associates with participation in this study. If
you have any questions about your rights as a research participant, you may contact the Towson
University Institutional Review Board (IRB) at (304) 293-7073.Towson University Institutional
Review Board acknowledgement of this project is on file.
I hope that you will participate in this research project, as it could be beneficial in understanding
the impact of organizational culture at Towson University. Thank you very much for your time.
Should you have any questions about this letter or research project, please feel free to contact
Investigator Victoria Dressel or Yuanyuan (Lexi) Wang at 443-717-3716, 443-854-2324, or by
email.
Sincerely,

Victoria Dressel
Investigator
Vdress1@students.towson.edu

Yuanyuan (Lexi) Wang

Investigator
ywang12@students.towson.edu

Phone: 443-717-3716
8000 York Road
443-854-2324
Towson, MD 21252
Opportunity/Affirmative Action Institution

Equal

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18

Instructions: Hello, Please complete the following items in regard to the instructor of the course
you attended immediately prior to receiving this questionnaire.
1. To which racial or ethnic group(s) do you most identify? (Mark more than one if applicable)
(Note: categories are defined by the federal government). (Nominal Level of Measure)
o African- American (Non-Hispanic)
o Asian/Pacific Islanders
o Caucasian (non-Hispanic)
o Latino or Hispanic
o Native American, Aleut or Aboriginal Peoples
o Other

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

2. What is the sex of you? (Circle one)
Measure)

Male

Female

19

Other (Nominal Level of

3. What is your age?(Provide an estimate):_____________ (Ratio Level of measure)

4. What is your occupation or title in Towson University? (Ratio Level of measure)
___________________
5. How long have you been a part of Towson University? (Circle one) (Nominal Level of
Measure)
Within a year

1-2 years

3-4 years

More than 4 years

6. Giving five people (write down the relationship with you or the peoples occupation) rank
with which you want to spend the most time with. (Ordinal Level of Measure)
______________ _______________ _______________ _______________
______________
7. Check one blank from the five scales that best describes your willingness to teamwork at
Towson University. (Interval Level of Measure)
Willing ______ ______ ______ ______ ______ ______ Not Willing
8. In general, what would you classify the relationship between you and most other people at
Towson University? (Circle one) (Ordinal Level of Measure)
Family

Friend

Stranger

Enemy

Instructions: Being a part of Towson University, people interact and communicate with each
other every day. For each statement; please put the appropriate the number in the space provide
that represents the extent to which the following statements apply to you the most:
To a very

To a little

To some

To a great

extent

extent

extent

very
little extent
great extent
1
5
____
____
____
____
____
____
____

1.
2.
3.
4.
5.
6.
7.

People I work with are direct and honest with each other.
People I work with accept criticism without becoming defensive.
People I work with resolve disagreements cooperatively.
People I work with function as a team.
People I work with are cooperative and considerate.
People I work with constructively confront problems.
People I work with are good listeners.
Continue on Next Page

To a

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

____
____
____
____
____
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____
____
____
____
____
____
____
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____
____
____
____
____
____
____
____
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____
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____

8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.

20

People I work with are concerned about each other.

Labor and management have a productive working relationship.
This organization motivates me to put out my best efforts.
This organization respects its workers.
This organization treats people in a consistent and fair manner.
Working here feels like being part of a family.
There is an atmosphere of trust in this organization.
This organization motivates people to be efficient and productive.
I get enough information to understand the big picture here.
When changes are made the reasons why are made clear.
I know whats happening in work sections outside of my own.
I get the information I need to do my job well.
I have a say in decisions that affect my work.
I am asked to make suggestions about how to do my job better.
This organization values the ideas of workers at every level.
My opinions count in this organization.
Job requirements are made clear by my supervisor.
When I do a good job my supervisor tells me.
My supervisor takes criticism well.
My supervisor delegates responsibility.
My supervisor is approachable.
My supervisor gives me criticism in a positive manner.
My supervisor is a good listener.
My supervisor tells me how Im doing.
Decisions made at meetings get put into action.
Everyone takes part in discussions at meetings.
Our discussions in meetings stay one track.
Time in meetings is time well spent.
Meetings tap the creative potential of the people present.

Instructions: Think of disagreements you have encountered in a particular task situation with
your immediate supervisor. Then indicate below how frequently you engage in each of the
described behaviors. For each item put the number that represents the behavior you are most
likely to exhibit. There are no right or wrong answers. Please respond to all items on the scale.
The alternative responses (1-7) are:
Always
1
____ 1.
____ 2.
____ 3.
____ 4.
____ 5.
____ 6.

Very often
2

Often
3

Sometimes
4

Seldom
5

Very seldom
6

Never
7

I blend my ideas with others to create new alternatives for resolving a conflict.
I shy away from topics that are sources of disputes.
I make my opinion known in a disagreement with my supervisor.
I suggest solutions which combine a variety of viewpoints.
I steer clear of disagreeable situations.
I give in a little on my ideas when my supervisor gives in.

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

21

____ 7. I avoid my supervisor when I suspect that he or she wants to discuss a disagreement.
____ 8. I integrate arguments into a new solution from issues raised in a dispute with my
supervisor.
____ 9. I will go 50-50 to reach a settlement with my supervisor.
____10. I raise my voice when Im trying to get my supervisor to accept my position.
____11. I offer creative solutions in discussions of disagreements.
Continue on Next Page
____12. I keep quiet about my views in order to avoid disagreements.
____13. I give in if my supervisor at a midpoint in our differences.
____14. I downplay the importance of a disagreement.
____15. I reduce disagreements by making them seen insignificant.
____16. I meet my supervisor at a midpoint in our differences.
____17. I assert my opinion forcefully.
____19. I dominate arguments until my supervisor understands my position.
____20. I suggest we work together to create solutions to disagreements.
____21. I try to use my supervisors ideas to generate solutions to problems.
____22. I offer trade-offs to reach solutions in a disagreement.
____23. I argue insistently for my stance.
____24. I withdraw when my supervisor confronts me about a controversial issue.
____25. I side-step disagreements when they arise.
____26. I try to smooth over disagreements by making them appear unimportant.
____27. I insist my position be accepted during a disagreement with m supervisor.
____28. I make our differences seem less serious.
____29. I hold my tongue rather than argue with my supervisor.
____30. I ease conflict by claiming ou/r differences are trivial.
____31. I stand firm in expressing my viewpoints during a disagreement with my supervisor.
Please respond to a few additional items regarding yourself:
1. Giving five people (write down the relationship with you or the peoples occupation)
rank with which you have the most conflicts or disagreements with. (Ordinal Level of
Measure)
______________ _______________ _______________ _______________
_____________
2. How many times you give up your position in a conflict this year(2014) at Towson
University?(Provide an estimate):_____________ (Ratio Level of measure)
3. How likely are you move away from the opposition and avoid disagreements in conflict
at Towson University? (Check one blank from the five scales that represents you the
most). (Interval Level of Measure)
Very likely ______ ______ ______ ______ ______ ______ Not likely at all
4. Check one blank from the five scales that best represent your openness to compromise
and search for innovation in a conflict at Towson University. (Interval Level of Measure)
Open ______ ______ ______ ______ ______ ______ Close

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

22

Thank your very much for your participation in this research study.

Appendix B
In-depth Interview Protocol and Informed Consent
Group Assignment
[CAREGIVER CONSENT]
Communication

Dept. of Mass

and Communication
Studies
8000 York Road
Towson, MD 21252-0001

Informed Consent for

Organizational Culture and Communication Conflict Instrument:
How Organizational Members Manage Conflict

Project Title and Purpose:

You are invited to participate in a research study titled Organizational Culture and
Communication Conflict Instrument: How Organizational Members Manage Conflict. This is a
study to explore the relationship between organizational culture and organizational conflict in
Towson University (TU). We want to use this information to help TU members better
communicate and perform within an organization.

Investigator(s):

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

23

This study is being conducted by Victoria Dressel & Yuanyuan (Lexi) Wang in the Department of
Mass Communication and Communication Studies at the Towson University (TU).

Description of Participation:
As part of this research study, I would like to set up a personal interview with you. Id like your
permission to record or videotape the interview and answer the interview questions relate to this
study and fill out a short questionnaire at the end.

Length of Participation:
The only time you will spend on this study is 30 minutes for the interview plus the extra 10
minutes to fill out the questionnaire at the end. If you decide to participate, this will be one of
two interviews conducted, and you will be one of 22 TU members participating.

Risks and Benefits of Participation:

There are no known risks to participate in this study. However, there may be risks that are
currently unforeseeable. There are no direct benefits to you, but the benefits of participating in
this study are helping improve communication and performance for TU members.

Volunteer Statement:
You are a volunteer. The decision to participate in this study is completely up to you. If you
decide to be in the study, you may stop at any time. You will not be treated any differently if you
decide not to participate or if you stop after you have started. The information you provide will
not affect the ethical reputation you are having now or in the future. Taking part in the study is
completely up to you, and even if you decide during the interview that you no longer want to
participate, you can just let we know. The interview will be held and you will be warmly
welcomed to attend.

Anonymity:
The data collected, including the record, videotape, and the questionnaire, will not contain any
identifying information or any link back to you or your participation in this study. The following
steps will be taken to ensure this anonymity: your name will not be written down anywhere but
the consent form. The consent form will be kept separate from the record, videotape, and the
questionnaire. Names will not be used when transcribing the record and videotape.

Fair Treatment and Respect:

TU wants to make sure that you are treated in a fair and respectful manner. Contact the TU
Institutional Review Board (IRB) at (304) 293-7073 if you have any concerns about how you are
treated as a study participant. If you have any questions about the project, please contact
Investigator Victoria Dressel or Yuanyuan (Lexi) Wang at 443-717-3716, 443-854-2324,
vdress1@students.towson.edu, ywang12@students.towson.edu

Participant Consent:
I have read the information in this consent form. I have had the chance to ask questions about
this study, and those questions have been answered to my satisfaction. I am at least 18 years of
age or older and enrolled as a full-time student or a full-time faculty. I agree to participate in this

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

24

research project. I understand that I will receive a copy of this form after it has been signed by
me and the principal investigator.
______________________________
____________
Participant Name (PLEASE PRINT)
DATE
______________________________
Investigator Signature

____________________________
Participant Signature

____________
DATE

Interview Questions
1. What would you do if you have conflict with your co-worker? (Hypothetical question)
2. How do you feel about decision making or getting involved in the organizational culture?
(Feeling question)
3. Isnt it a better idea to work by yourself than in a team environment? Explain. (Devils
advocate question)
4. Do you value working with others? (Opinion or value question)
5. Describe a time where there was obvious conflict. What type of conflict management was
used? Were you happy with the outcome? Why or why not? (Once-upon a time question)
6. Describe a time when you avoided trying to resolve conflict instead of addressing it.
(Descriptive question)
7. Referring to question six, did the situation get better or worse? Was further action needed to
resolve the conflict? (Time-Line question)
8. Choose one of the three conflict management styles nonconfrontation strategies, solutionoriented strategies and control strategies list the main ingredients that make your choice the
most effective? (We will explain these concepts to you) (Structural question)
9. Describe the difference between nonconfrontation strategies and control strategies? (We will
explain these concepts to you) (Contrast question)
10. Name three effective ways of giving and receiving information at your job? (Knowledge
question)

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

25

In-depth Interview Transcript A

Date of interview: 1 May 2014
Audio length: One hour
START OF TRANSCRIPT
INTERVIEWER: Investigator A
INTERVIEWEE: Interviewee X
INTERVIEWER: You are invited to participate in a research study titled Organizational Culture
and Communication Conflict Instrument: How Organizational Members
Manage Conflict. This is a study to explore the relationship between
organizational culture and organizational conflict in Towson University (TU).
INTERVIEWEE: Okay.
INTERVIEWER: What would you do if you have conflict with others at TU.
INTERVIEWEE: It depends on what kind of conflict it is, if it not relate to my benefits a lot, I
would give up my rights.
INTERVIEWER: Describe a time where there was obvious conflict. What type of conflict
management was used? Were you happy with the outcome? Why or why not?
INTERVIEWEE: It was one time that I am not very clear about my professors assignment. I
thought I did it right, but it turned out that professor thought I was plagiarism.
We discussed it and compromised. He let me do it again but accept it as late
Work and took some points off.
INTERVIEWER: Isnt it a better idea to work by yourself than in a team environment? Explain.
INTERVIEWEE: I like to work independently. Working with others means more conflicts and
Communications. I would like to stay out of these troubles.
INTERVIEWER: How do you feel about decision making or getting involved in the TUs
culture?
INTERVIEWEE: I felt I am kind of matter to TU.
INTERVIEWER: Do you value working with others?
INTERVIEWEE: Yes. I appreciate others effort but hate when my team member is
irresponsible.
INTERVIEWER: Would you mind to name three effective ways of giving and receiving
information at TU?
INTERVIEWEE: I checked the e-mail everyday it is an very efficient way for me to get
information from TU. Facebook would work for me, too.
INTERVIEWER: Thanks for your time.
INTERVIEWEE: Youre welcome.

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

26

In-depth Interview Transcript A

Date of interview: 6 May 2014
Audio length: One hour
START OF TRANSCRIPT
INTERVIEWER: Victoria Dressel
INTERVIEWEE: Interviewee X
INTERVIEWER: You are invited to participate in a research study titled Organizational Culture
and Communication Conflict Instrument: How Organizational Members
Manage Conflict. This is a study to explore the relationship between
organizational culture and organizational conflict in Towson University (TU).
INTERVIEWEE: Okay.
INTERVIEWER: What would you do if you have conflict with your co-worker? (Hypothetical
question)
INTERVIEWEE: If I had conflict with my co-worker, I would try to solve the problem by going
up to them and try to work it out. If we couldnt come to an agreement, I would try to
compromise.
INTERVIEWER: How do you feel about decision making or getting involved in the
organizational culture? (Feeling question)
INTERVIEWEE: I enjoy making decisions in an organization, and getting involved in the
organization any way that I can. I like to help the organization and be a leader when needed.
INTERVIEWER: Isnt it a better idea to work by yourself then in a team environment? Explain.
(Devils advocate question)
INTERVIEWEE: I like working by myself so that I dont have to worry if other people dont
pull their weight. I do enjoy working in a team environment sometimes because there can be
good ideas in that team and everyone does their own part of the project.
INTERVIEWER: Do you value working with others? (Opinion or value question)
INTERVIEWE: I value working with others sometimes. It depends on how much work we have
to do and how much time we have to do it.
INTERVIEWER: Describe a time where there was obvious conflict. What type of conflict
management was used? Were you happy with the outcome? Why or why not? (Once-upon a time
question)

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES

27

NTERVIEWEE: There was conflict when I was a camp counselor last summer. Solution-oriented
strategies was used when my campers wanted to stay longer on the playground, but it was time to
go inside. We came to the solution that I would give them two more minutes on the playground,
but then it was time to go inside. I was happy with the outcome because we got to go inside.
INTERVIEWER: Describe a time when you avoided trying to resolve conflict instead of
addressing it. (Descriptive question)
INTERVIEWEE: A time that I tried to avoid conflict in an organization was when I worked at
the dry cleaners. My boss didnt pay me on time every week, so instead of saying something all
the time, one time I didnt say anything to see if he would realize on his own.
INTERVIEWER: Referring to question six, did the situation get better or worse? Was further
action needed to resolve the conflict? (Time-Line question)
INTERVIEWEE: The situation eventually got better. He then had my money in an envelope and
left it on the counter every week because I asked him if he could have it ready.
INTERVIEWER: Choose one of the three conflict management styles nonconfrontation
strategies, solution-oriented strategies and control strategies list the main ingredients that make
your choice the most effective? (We will explain these concepts to you) (Structural question)
INTERVIEWEE: The main ingredients for solution-oriented strategy is compromise, trust and
loyalty.
INTERVIEWER: Describe the difference between nonconfrontation strategies and control
strategies? (We will explain these concepts to you) (Contrast question)
INTERVIEWEE: Control strategy is someone who wants to control the situation, while nonconfrontation is someone who doesnt want any conflict or who wants to avoid it.
INTERVIEWER: Name three effective ways of giving and receiving information at your job?
(Knowledge question)
INTERVIEWEE: Face-to-face, text message and bulletins.
INTERVIEWER: Thank you for your time.
INTERVIEWEE: Youre welcome.