Conflict Management

Extension Administrators Approach to Conflict Management: A Study of Relationships Between Conflict Management Styles and Personality Type

Garee W. Earnest, Extension Associate N. L. McCaslin, Associate Professor The Ohio State University Conflict is a reality in everyone’s life and should be considered a natural process that occurs daily. For most, conflict has negative connotations, invokes negative feelings and often leads to destruction (Lindelow and Scott, 1989). “Whether the effect of conflict is good or bad depends on the strategies used to deal with it” (Rahim, 1986, p. vi). Dealing with conflict between and among individuals can be one of the most frustrating and uncomfortable experiences for administrators. According to Schmidt and Tannenbaum (1960), when conflict occurs “strong feelings are frequently aroused, objectivity flies out the window, egos are threatened, and personal relationships are placed in jeopardy” (p. 107). Robbins (1974) stated that “any attempt by an administrator to alter a specific conflict position requires that he [sic] be knowledgeable of its origin. An understanding of the source improves the probability that the proper resolution or stimulation technique will be selected” (p. 29). Cooperative Extension Service administrators are constantly dealing with conflict situations such as “allocation of funds to positions, travel, supplies, etc. [Additionally], . . . poor job design and unclear reporting relationships can cause conflict over work arrangements” (Buford and Bedeian, 1988, p. 185). Different work groups within the Cooperative Extension System can become entangled in conflict if they pursue different goals and objectives. Extension district directors are in positions where they are prone to encounter conflict situations with their state director during their administrative duties. Jones and Melcher (1982) concluded that managers not only need to analyze the conflict situation to determine the appropriate conflict management...