organizational culture and communication conflict instrument: how organizational members manage...

Running head: ORGANIZATIONAL CULTURE AND CONFLICT INSTRUMENT 1

Organizational Culture and Communication Conflict Instrument:

How Organizational Members Manage Conflict

Victoria Dressel & Yuanyuan (Lexi) Wang

Towson University

Abstract

ORGANIZATIONAL CULTURE AND CONFLICT MANAGEMENT STRATEGIES 2

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 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

other’s point of view, then help the members take steps to find solutions in order to work toward

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-


in-hand with the idea that management is only controlling the direction in which the focus of the

team is going.

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 company’s 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 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 people’s 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 one’s

voice’ at the door upon entering the workplace may not only compromise participatory

communication and organizational mindfulness but also compromise an organization’s

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 organization’s productivity (Putnam &

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 company’s 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

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

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, devil’s 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 individual’s forensics program:

‘‘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 supervisor’s 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.

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 participant’s right to

withdraw from the study was written in the cover letter to protect the participant’s 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

relationship with you or the people’s 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 non-

confrontation strategies and control strategies?” Even after Levi explained the two strategies to

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

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 people’s 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

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 Yuanyuan (Lexi) WangInvestigator Investigator


[email protected] [email protected]

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

mailto:[email protected]

mailto:[email protected]


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 Islanderso Caucasian (non-Hispanic)o Latino or Hispanico Native American, Aleut or Aboriginal Peopleso Other

2. What is the sex of you? (Circle one) Male Female Other (Nominal Level of Measure)

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 people’s 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 To a very little extent extent extent extent great extent


1 2 3 4 5

____ 1. People I work with are direct and honest with each other.____ 2. People I work with accept criticism without becoming defensive.____ 3. People I work with resolve disagreements cooperatively.____ 4. People I work with function as a team.____ 5. People I work with are cooperative and considerate.____ 6. People I work with constructively confront problems.____ 7. People I work with are good listeners.

Continue on Next Page____ 8. People I work with are concerned about each other.____ 9. Labor and management have a productive working relationship.____ 10. This organization motivates me to put out my best efforts.____ 11. This organization respects its workers.____ 12. This organization treats people in a consistent and fair manner.____ 13. Working here feels like being part of a family.____ 14. There is an atmosphere of trust in this organization.____ 15. This organization motivates people to be efficient and productive.____ 16. I get enough information to understand the big picture here.____ 17. When changes are made the reasons why are made clear.____ 18. I know what’s happening in work sections outside of my own.____ 19. I get the information I need to do my job well.____ 20. I have a say in decisions that affect my work.____ 21. I am asked to make suggestions about how to do my job better.____ 22. This organization values the ideas of workers at every level.____ 23. My opinions count in this organization.____ 24. Job requirements are made clear by my supervisor.____ 25. When I do a good job my supervisor tells me.____ 26. My supervisor takes criticism well.____ 27. My supervisor delegates responsibility.____ 28. My supervisor is approachable.____ 29. My supervisor gives me criticism in a positive manner.____ 30. My supervisor is a good listener.____ 31. My supervisor tells me how I’m doing.____ 32. Decisions made at meetings get put into action.____ 33. Everyone takes part in discussions at meetings.____ 34. Our discussions in meetings stay one track.____ 35. Time in meetings is time well spent.____ 36. 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 Very often Often Sometimes Seldom Very seldom Never 1 2 3 4 5 6 7

____ 1. I blend my ideas with others to create new alternatives for resolving a conflict.____ 2. I shy away from topics that are sources of disputes.____ 3. I make my opinion known in a disagreement with my supervisor.____ 4. I suggest solutions which combine a variety of viewpoints.____ 5. I steer clear of disagreeable situations.____ 6. I give in a little on my ideas when my supervisor gives in.____ 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 I’m 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 supervisor’s 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 people’s 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

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


Appendix B

In-depth Interview Protocol and Informed ConsentGroup Assignment

[CAREGIVER CONSENT] Dept. of Mass Communication

and Communication

Studies 8000 York Road

Towson, MD 21252-0001

Informed Consent forOrganizational 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):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. I‘d 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, [email protected], [email protected]

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 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) Participant Signature DATE

______________________________ ____________Investigator 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. Isn’t it a better idea to work by yourself than in a team environment? Explain. (Devil’s

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, 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)

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)


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 professor’s 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: Isn’t 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 TU’s

culture?

INTERVIEWEE: I felt I am kind of matter to TU.

INTERVIEWER: Do you value working with others?

INTERVIEWEE: Yes. I appreciate other’s 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: You’re welcome.


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 couldn’t 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: Isn’t it a better idea to work by yourself then in a team environment? Explain.

(Devil’s advocate question)


INTERVIEWEE: I like working by myself so that I don’t have to worry if other people don’t

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)

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 didn’t pay me on time every week, so instead of saying something all

the time, one time I didn’t 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 non-

confrontation is someone who doesn’t 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: You’re welcome.

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