team work 3

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91Grynbaum, M.M., & Craig, S. (2015, July 29). Cuomo and de Blasio end the silence, but not the feud. The New York Times. nytimes.com; Scott, E. (2015, July 3). Bill de Blasio, Andrew Cuomo fight enters spotlight. CNN. cnn.com 92From “When the boss is a screamer” by Sue Shellenbarger in Wall Street Journal, © August 15, 2012 Dow Jones & Company, Inc.

Let’s use the model to examine a business conflict. After nearly a month of careful avoidance of one another at parades and political party functions (neglect), New York Gov. Andrew Cuomo and New York City Mayor Bill de Blasio finally reached out via a telephone call to air their mutual concerns (engage). The conversation was the first interaction between the two politicians since de Blasio lambasted the governor’s lack of support for affordable housing in New York City (attack). The discord between the two politicians had been the negative backdrop to a large number of tussles between City Hall and the state government in Albany; staff members on both sides were relieved when the two men made efforts to communicate.91

When a person actively undermines the other person and recruits resources to block and thwart them, this is known as attack. For example, Andrew Cornell, CEO of Cornell Iron Works in Mountaintop, Pennsylvania, aims to not become a boss known for tirades. Although he sometimes feels like yelling when employees don’t or can’t meet his expectations, Mr. Cornell bites his tongue. “Yelling is a vestige of a past time, and I always regret it,” he says.92

D es

tr u

ct iv

e

Passive Active

C o

n st

ru ct

iv e

Ignore or avoid the other person; Do not engage in clarifying discussion

Tolerate the relationship, rationalize behaviors, hoping it will resolve itself

AVOID

ENGAGERATIONALIZE

ATTACK

Be proactive; Talk about the conflict and commit to strategies to make the relationship better

Actively undermine the other person; recruit resources to block and thwart them

Exhibit 8-6 Conflict Choices Based on Impact of Exchange Variables on Exit, Voice, Loyalty, and Neglect: An Integrative Model of Responses to Declining Job Satisfaction Author(s): Caryl E. Rusbult, Dan Farrell, Glen Rogers, Arch G. Mainous III Source: The Academy of Management Journal, Vol. 31, No. 3 (Sep., 1988), pp. 599–627 Published by: Academy of Management, © Leigh L. Thompson.

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