Conflict Management 1
Running Head: CONFLICT MANAGEMENT
Conflict Management Greek Style: Avoided Battles Create Wars
Rachel A. Bourgeois
Southeastern Louisiana University
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Abstract
Conflict is an inevitable aspect of organizational communication. Conflict within
organizations cannot be avoided or prevented in its entirety; however, conflict management style
awareness by the organization’s leadership can “enhance group satisfaction and build quality
interpersonal relationships” (Hugenberg and Moyer, 1996, p. 3). In this research endeavor,
individual conflict style, and inter-organizational and intra-organizational conflict of the
Southeastern Louisiana University Greek Community was examined through a survey. The
survey preceded personal responses to the survey results from the Director of Greek Life,
Melissa Miller-Thomas and Greek students.
Of the five conflict styles, the style of collaboration was reported the most while
avoidance accounted for the least of how the participants respond to conflict overall. Males
reported more use of the control style more than women, while women reported using the style
of accommodation style less than men. Men and women reported using the style of avoidance the
least. Collaborative CMS ranked as the most desirable style of a Greek organization leader. The
responses to the surveys varied in reaction. Most of the interviewees were surprised by the low
reports of avoidance; a style they feel is used frequently within Southeastern Greek
organizations.
Overall, the results did not fully support the study’s predictions. The survey results and
responses to them have provided suggestions for further research. Leadership development and
conflict management skill training is a possible way to increase the conflict competency of
Southeastern’s Greek Community.
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Conflict Management Greek Style: Avoided Battles Create Wars
Conflict is an inevitable aspect of organizational communication. Conflict within
organizations cannot be avoided or prevented in its entirety; however, conflict management style
awareness by the organization’s leadership can “enhance group satisfaction and build quality
interpersonal relationships” (Hugenberg and Moyer, 1996, p. 3). Effective organizations must be
able to manage conflict that occurs between members of their organization and also, conflicts
that may occur between their organization and another group.
This paper examines individual conflict style, inter-organizational and intraorganizational conflict of the Southeastern Louisiana University Greek Community. Each Greek
organization belongs to a national council of sororities and/or fraternities. The three national
affiliations of Southeastern Greek organizations are: Interfraternity Council, Panhellenic
Council, and Pan-Hellenic Council. Interfraternity Council and Panhellenic Council are
segregated by gender. Interfraternity Council consists of all male groups and the Panhellenic
Council consists of all female groups. The Pan-Hellenic Council is a group composed of both all
male groups and all female groups. Another aspect of this research is to determine the conflict
management style Greeks desire their leaders to possess when representing the organization in a
conflict situation.
Another factor of this research is gender. Men and women have different ways of
communicating at home, at work and within organizations. Communication researchers and
scholars have studied the differences in how men and women manage conflicts between each
other, but the style in which conflict is approached by men and women in Southeastern’s Greek
organizations will determine the results of this particular study.
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The Southeastern Greek Community is unaware of the method in which conflict is
managed on an interpersonal, intra-organizational and inter-organizational level; the Greek
community becoming aware of current conflict management styles can lead to a decrease in
prolonged conflicts, and create a community of conflict competent organizations at Southeastern
Louisiana University.
Greek Life students account for 3.2% of Southeastern Louisiana University’s enrollment.
This statistic has remained the same for the past two years despite the university’s continuously
increasing enrollment. The university’s enrollment increase and Greek life do not have a positive
correlation. The Greek Community desires an increase in each organization’s membership.
Conflict within an organization and conflict between organizations has the strength to hinder a
person’s decision of joining a fraternity or sorority. Each avoided battle has the potential to
create a war.
This study is important to the future of the Southeastern Louisiana University Greek
Community. Awareness of personal conflict management style and conflict competent Greek
students will increase the effectiveness of each individual organization. Disputes are avoided
until they reach such a severe level, chapter advisers or the Greek advisor has to intervene.
Perhaps through the results of this study, the Greek Community of Southeastern Louisiana
University will recognize its need for conflict management proficiency within their organizations
and during interactions with other groups.
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Literature Review
Conflict
Conflict does not have one all-inclusive definition. Communication scholars and authors
offer a range of definitions for the term as it relates to the organizational field. John Burton and
Frank Dukes published a series of books dealing with different aspects of conflict. The series
defines conflict as “situations involving inherent human needs, such as individual and group
identity and recognition, and developmental needs generally.” Another scholar, Morton Deutsch
of Columbia University, defines conflict as “involvement of incompatible behaviors; one person
is interfering, disrupting, or in some other way making another’s actions less effective” in Dean
Tjosvold’s work, Learning to Manage Conflict. Defining conflict as a disagreement between
personalities and not separating the parties in conflict by interests is appropriate to this study.
The Greek organizations possess the same interests such as: academic excellence, community
service, and social development, but the organizations’ personalities are not identical to each
other.
Conflict is a part of everyday life; it is experienced at home, work, and within
organizations such as church and community groups. Since conflict is one of life’s inevitable
occurrences, it must be supervised and managed. In order to manage a conflict according to
Rahim’s diagram “Process of Managing Organizational Conflict,” it must experience a diagnosis
and intervention, conflict style usage, and be impacted by the experience to learn as an
individual, group or organization. Diagnosing consists of the following: (1) measuring if the
organization has too little, moderate, or too much conflict and (2) analyzing if the organizational
members are appropriately selecting and using the five styles of handling conflict to deal with
different situations (Rahim, 2001, p.86). Intervening consists of an organization undergoing a
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process modification or a structure modification. Perhaps a procedure of the organization will
change through the intervening stage or a new leader will be named to a department. Once
intervention takes place, the process of changing the Conflict Management Style or CMS
routinely used by the group occurs, a group may elect to change the organization’s structure or
hierarchy design to best suit the needs of the organization. Richmond, Wagner, and McCroskey
found that proper conflict management can lead to positive outcomes within one’s self and
within an organization.
Conflict Management
CMS models have been in the works since 1926. The five styles used in this study were
generated by K.W. Thomas (1976). Thomas refined the previous CMS models of Follet (1940)
and Blake and Mouton (1964). Altered by Rahim in 1983, the model includes the five styles of
managing conflict created by Thomas. Additionally, two dimensions are included which
determine what is enticing a person to participate in the conflict at hand. The first dimension of
the model explains the degree (high or low) to which a person attempts to satisfy his or her own
concern. The second dimension explains the degree (high or low) to which a person wants to
satisfy the concern of others (Rahim, 1990, pp.27-28). The amount of concern for one’s personal
needs and the concern of the other’s needs are an indication of what is motivating the actions of
the parties involved in the situation.
The five styles of Thomas’s Conflict Management Model are: control, compromise,
collaboration, accommodation, and avoidance. Each style has different characteristics and interchanging use of the styles is encouraged in conflict with dependence on the situation. Each style
has been studied for its appropriateness and effectiveness in a study by Gross and Guerrero.
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Control style, also referred to as dominating style in a few literature sources, treats
conflict as if it were a competition to be won. This style approach is uncooperative and geared
towards exerting power over the other party. Jay Hall describes this CMS as “an individual’s
pursuit of his or her own concerns at the other person’s expense.” The dominating style to
conflict was perceived as inappropriate when used by others, but some participants judged
themselves as more effective when they used dominating tactics along with collaborative tactics
(Gross and Guerrero, 2000, p.200).
Compromise style is the middle of the road approach to managing conflict. The user of
this style is interested in satisfying both parties when solving conflict. The concern for self and
concern for others is equivalent to each other. “Give a little-get a little” is a casual saying which
best describes this style of conflict management. This style was perceived notably in the Gross
and Guerrero study, but not rated as effective and appropriate as the collaborative style.
Collaborative style users are interested in problem solving. Mary Follett is quoted in
Rahim’s Managing Conflict in Organizations describing collaborative approach as putting “your
cards on the table, face the real issue, uncover the conflict, and bring the whole thing into the
open.” Also included in the same work, Prein (1976) proposes that collaboration consists of two
essentials: confrontation and problem solving. Collaborative style includes the ability to
approach the other party with a concern. The process of problem solving begins after
communication barriers are broken with the initializing confrontation and analyzing the existing
situation. Solutions are produced in order to gratify both groups as much as possible. This style
was perceived to the most appropriate and effective CMS in the Gross and Guerrero study.
Accommodation style is a self-sacrificing approach to managing a conflict. This
technique is unassertive and full of self-neglect. Accommodation might take the form of selfless
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generosity or charity, obeying another person’s order when one would prefer not to, or yielding
to another’s point of view (Hall, 1979, p.6). While this style is perceived as a relationally
positive strategy for solving conflict, it was found to be perceived as both ineffective and
inappropriate in the Gross and Guerrero study.
Avoiding style, as the name suggests, deals with conflicts by shunning the situation or
postponing confrontation until the conflict escalates into a bigger circumstance than its original
state. This style is uncooperative and non-aggressive. The two dimensions of the CMS model are
rated low in concern for self, as well as low concern for others. The avoiding style perception
was the same result as the accommodation style perception; however, avoiding style did not
prove to be a relationally positive strategy. Tjosvold declares in his book The Conflict-Positive
Organization, “conflict avoidance [italics added] and the failure to develop an organization
equipped to manage it, not conflict itself [italics added], disrupt.”
Organizational Conflict
Traditionally, an effective organization is thought to be a well-run machine, free of
conflict. But it is well-managed conflict which contributes substantially to organizational success
(Tjosvold, 1993, p.46). Organizations are encouraged to learn from conflict and use it to
stimulate growth and productivity. If an organization claims to have no conflict on any levels of:
interpersonal, intra-organizational, and inter-organizational conflict, it is a false statement.
Conflict is expected in organizational life and should not be denied attention. Conflict is not part
of the problem; it is part of the solution (Tjosvold, 1993, p.21).
Three types of organizational conflict pertinent to this study are: interpersonal conflict,
intra-organizational conflict and inter-organizational conflict. Interpersonal conflict refers to the
manifestation of incompatibility, disagreement, or difference between two or more interacting
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individuals (Rahim, 2001, 117). In this study, interpersonal conflict refers to two sorority sisters
in conflict or two fraternity brothers in conflict. The conflict is between members of the same
group. Intra-organizational conflict refers to the same as interpersonal conflict with one
difference: it occurs among the members of a group or its subgroups regarding goals, functions,
or activities of the group (Rahim, 2001, 143). In this study, intra-organizational conflict alludes
to a conflict within an organization. The conflict involves at least two parties. Interorganizational conflict is a misunderstanding between two groups, or organizations. In this study,
inter-organizational conflict refers two sororities in conflict or two fraternities in conflict.
Another example of an inter-organizational conflict is a fraternity and a sorority in disagreement.
Gender is a factor examined in this situation.
Organizational conflict whether it is between two members of the same group or between
two organizations can foster growth and positive change. Once organizations accept the
inevitable and acknowledge the benefits of conflict, the four phases of organizational change to
becoming a more conflict-positive group: (1) Managers and employees develop a shared
conviction that positive conflict can be useful for them and their organization. (2) They acquire a
common knowledge base about managing conflict. (3) They work together to strengthen their
appreciation of their diversity, develop cooperative goals, empower each other, and take stock.
(4) They encourage continuous improvement (Tjosvold, 1991, p.12).
Harrison (2007) found that students who have conflicts with faculty are more likely to
miss classes and not be as fully engaged in their education (p. 364). The same can be said for
members of Greek organizations. A decrease in attendance of events and interest in the
organization can occur when an unsettled conflict is present within the group.
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Gender Differences
Organizational conflict is inevitable; gender differences are inevitable, also. While
equally intelligent, men and women do show differences in brains, and as a result, men and
women function differently (Annis and Gurian, 2008, p.27). These differences extend further
than anatomy; the differences extend into the style used to manage conflict. In Papa and
Natalle’s literature review of their study, the research gave mixed results. Some studies such as
Berryman-Fink, 1987; and Roloff and Greenberg, 1979 reported men and women possessing
considerably different styles of handling conflict. In the studies, men showed more usage of the
control style and women utilized the compromise and avoidance style. In other studies such as
Bell, Chafetz and Horn, 1982; and Fitzpatrick and Winke, 1979 accounted for no significant
gender differences in CMS. Game-theory research indicates that sex will affect conflict behavior
(Conrad, 1991, p. 137).
Student Leadership
A study by Adams and Keim in 2000, observed the leadership style of Greek-affiliated
student leaders. The study found women use the leadership skill of Enabling Others to Act more
than men student leaders. The leadership skill of Enabling Others to Act is very similar to the
collaborative style of managing conflict. Both the leadership skill and conflict management style
aim to “develop a trusting and supporting environment” (Adams and Keim, 2000, ¶ 32).
Thomas and Schmidt’s study (as cited in Rahim, 1990) suggest managers spend more
than 20% of their time dealing with conflict or its aftermath. Effective organizational conflict
management is dependent of the group’s leadership. The leadership of a group can initiate
movement towards becoming a conflict competent organization. Wise leaders should embrace
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conflict and find ways to encourage the proliferation of differences as a strategy that enables the
organization to get and stay ahead (Runde, 2007, p.2).
Runde presents four skills that are required for a leader to be considered conflict
competent: (1) Understanding the dynamics of conflict, (2) Understanding his or her own
reactions to conflict, (3) Fostering constructive responses to conflict (and reducing destructive
responses), (4) Creating a conflict competent organization (Runde, 2007, p. 7).
The following hypotheses were developed upon review of relevant literature:
reek students will report different conflict management styles than female Greek
students.
H2: Female Greek students will report different intra-organizational conflict styles than male
Greek students.
H3: Female Greek students will report different inter-organizational conflict style than male
Greek students.
H4: Male Greek organizations will report handling conflict in a different style when dealing with
a female organization than when dealing with an all male organization.
H5: Female Greek organizations will report handling conflict in the same manner when dealing
with a male organization or a female organization.
H6: Greek students desire their leaders to use control style to handle conflicts.
Methodology
In order to test my hypotheses, I administered a 13 item survey (see Appendix A) related
to my independent and dependent variables. To operationalize conflict management style, I
asked nine questions. Seven questions related to how individuals handle intra-organizational
conflict, or conflict within their organization and two related questions to how individuals handle
conflict with other organizations, or inter-organizational conflict.
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My survey respondents were members of the Southeastern Greek Community. I invited
14 different groups to participate in the survey. There were 203 participants in the survey,
yielding a 50% response rate. The important demographic in this experiment was gender.
I used cluster sampling to recruit organizations into my study. I gathered my respondents
by contacting the Chapter Presidents of the 14 Greek organizations. Most Chapter Presidents
were willing to have the survey administered at the beginning of their business meetings. I began
by introducing myself or being introduced by the organization’s president. I gave a brief
background of the thesis paper requirement and why I am interested in this organizational study.
I read the directions of the survey aloud and then distributed the surveys. I reminded the
respondents to answer each question with their fraternity or sorority in mind. The questions were
asking how they typically behave during conflict within their organization and their interactions
with other Greek organizations. The survey took approximately five minutes to complete. The
surveys were collected for calculation of the results. I thanked the organization again for
allowing me to their meeting and expressed how their input was invaluable to my study.
The survey questions were adapted from Jay Hall’s Conflict Management Survey using
K.W. Thomas’ conflict management styles grid. The survey was found of the website of The
Leadership Center at Washington State University. The survey questions were not worded
specifically to organizational behavior; rather, the questions were generic in frame of reference
terms. I reworded the questions to make them specifically about behaviors dealing with their
experiences as a member of their sorority or fraternity.
Reliability and validity were ensured in this study. Split half technique was utilized to
ensure reliability. I developed the measurement instrument using sample questions from The
Leadership Center at Washington State University’s Conflict Management Style survey and also
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used Thomas’s descriptions of each style as illustrated in Rahim’s Managing Conflict in
Organizations. Survey questions were worded in a manner which ensured the participant was
reporting their typical behavior within their respective fraternity or sorority. Questions one
through five in the survey dealt with the typical behavior internally, or within their organization.
Questions six and seven dealt with the typical behavior exhibited when dealing with another
Greek organization. One question addressed how the organization responds to conflict when
dealing with a sorority and the other question addressed how the organization responds to
conflict when dealing with a fraternity. The survey closed with asking the participant their
gender, Greek affiliation of Interfraternity Council, Panhellenic or Pan-Hellenic, and if they held
a leadership position within their organization. Questions were worded in a manner so all my
hypotheses could be specifically addressed and answered.
Validity was ensured through the panel approach. Upon analyzing the data from the
surveys of the Greek Community, I held moderately scheduled structured interviews (see
Appendix B) with Melissa Miller-Thomas, the Director of Greek Life at Southeastern Louisiana
University and other members of the Greek Community. I invited Miller-Thomas and the
participating Greeks to respond to the results of the data. Miller-Thomas was also asked to reflect
on her two years of serving as Greek Advisor and review whether she felt the results to be
accurate. She provided possible solutions to the conflict management situation existent in the
Greek Community. I met with them individually to allow them to examine the survey results and
determine the accuracy of the results. Also, I asked them for ideas on how to better the conflict
management situation overall in the Greek Community.
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The survey respondents were all members of the Southeastern Louisiana University
Greek organizations. Generalizations for all populations were not made from my results. The
results only apply to the Greek organizations of Southeastern Louisiana University.
Once all the surveys were collected, I entered all the data into an Excel spreadsheet, and then
transferred the data to SPSS to perform analysis of the information. I performed an analysis of
conflict management style possessed overall of the Greek Community, management style
separated by gender. I also performed an analysis of the style used by fraternities when handling
conflict with another fraternity, versus when a fraternity’s approach to conflict with a sorority.
The same information was examined with the sororities. I looked at the difference in approach to
conflict when dealing with another sorority versus conflict with a fraternity.
Furthermore, I took percentages of how desirable each conflict management style is to
being a leader within an organization. Respondents were asked a question when selecting a
person to represent their organization in a time of conflict, and how they would like their leader
to respond to the conflict. The answers choices were five responses, and each response was
reflective of the five conflict management styles. The data collected and analyzed were directly
related to proving or disproving my hypotheses.
Results
Overall conflict management style of the participants is presented in Table 1. The
percentage shown for each style is the percentage of the time each participant felt they exhibited
that style of conflict management within their organization and inter-organizationally. Of the five
conflict styles, the style of collaboration reported the most while avoidance accounted for only
9.0% of the way participants respond to conflict overall. See Table 1.
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Table 1: Overall CMS results
Conflict Management Style
Overall Percentage
Control
12.8%
Compromise
20.5%
Collaborate
46.5%
Accommodate
11.2%
Avoid
9.0%
Results of conflict management style overall by gender are presented in Table 2. The
highest averages are again shown in the style of collaboration for both sexes. Males reported
more uses of the style of control 9.8% more of the time than women, while women reported
using the style of accommodation 3.6% less than men. Men and women reported using the style
of avoidance the least amount of time with averages of 8.2% and 9.6% respectively. See Table 2.
Table 2: Overall CMS by Gender
Conflict Management Style
Male Average
Female Average
Control
18.6%
8.8%
Compromise
22.4%
19.2%
Collaborate
37.5%
52.5%
Accommodate
13.3%
9.7%
Avoid
8.2%
9.6%
Results for the overall conflict management style used by Greeks within their
organization are presented in Table 3. Participants of the survey reported using the management
style of collaboration nearly half the time when dealing with an inter-organizational conflict. The
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participants also reported being more likely to compromise in an inter-organizational conflict
than control the situation, accommodate the other or avoid the situation. Accommodating was the
CMS least utilized in the event of a conflict within the organization. See Table 3.
Table 3: Overall Internal CMS results
Internal CMS
Average
Control
Compromise
Collaborate
Accommodate
Avoid
13.2%
19.0%
49.9%
8.5%
9.2%
The results of internal
conflict management style by gender are presented in Table 4. Collaborative CMS is the style
reported the most by the survey participants. Men reported using control as an approach to
conflict 10.4% more of the time than women within their organization. The amount of avoidance
used within the organization is nearly identical reports for both the men and the women. Men
reported that they are least likely to use the style of avoidance within their organization where
the women reported being least likely to use the accommodation style within their group.
Table 4: Internal CMS by Gender
Internal C.M.S
Control
Compromise
Collaborate
Accommodate
Avoid
Male Average
19.4%
21.3%
39.5%
10.5%
9.2%
Female Average
9.0%
17.6%
56.9%
7.1%
9.3%
The results for overall approach to handling inter-organizational are presented in Table 5.
The results are quite different than those reported for internal conflicts. Notice the amount of
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collaboration usage has decreased. More reports of compromise and accommodation are
indicated. Avoidance is the least utilized style reported just as the internal conflict results.
Table 5: Overall External CMS results
External CMS
Average
Control
11.3%
Compromise
25.4%
Collaborate
34.5%
Accommodate
20.4%
Avoid
8.4%
The results of external conflict management style by gender are presented in Table 6.
Collaborative CMS is the style reported the most by the survey participants. Men reported using
control as an approach to conflict 7.9% more of the time than women within their organization.
The amount of avoidance used by the organizations with external groups is reported more in
women than men. Men reported that they are least likely to use the style of avoidance outside
their organization where the women reported being least likely to use the control style with
external groups.
Table 6: External CMS by Gender
External C.M.S
Control
Compromise
Collaborate
Accommodate
Avoid
Male Average
16.1%
25.9%
30.3%
22.8%
4.9%
Female Average
8.2%
25.0%
37.3%
18.9%
10.7%
Results of how men handle conflict externally with all-women groups are presented in
Table 7. Men reported using collaboration style 32.1% of the time when dealing with all-women
groups and avoiding the conflict only 6.2% of the time. These results do not differ much from
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how men handle conflicts internally. The only difference in how men handle conflicts with
women is they report a slight more will to accommodate. Whereas, when dealing with conflict
internally accommodation and avoidance ranked in the bottom two styles reported. Externally,
however, accommodation was ranked third in styles used with groups of the opposite sex.
Table 7: External CMS of men with opposite sex results
External CMS
Average
Control
17.3%
Compromise
25.9%
Collaborate
32.1%
Accommodate
18.5%
Avoid
6.2%
The results of how women handle conflict with other all-women groups are reported in
Table 8. The manner in which women deal with conflicts internally is different than how they
approach external conflict with all-male groups. The women reported collaboration as their most
used CMS with external all-male groups. The difference in internal and external approaches is
evident in the amount of avoidance used with the external groups. When dealing with internal
conflict women are least likely to accommodate the others in their organizations. When dealing
with external conflict with the opposite sex, they are least likely to use the controller style
approach.
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Table 8: External CMS of women with opposite sex results
External CMS
Average
Control
6.6%
Compromise
26.2%
Collaborate
34.4%
Accommodate
20.5%
Avoid
12.3%
Results of men’s external CMS with all-male groups are presented in Table 9. The results
differ from their approach to internal conflict in that they are much more willing to accommodate
an outside group of men than with each other. The amount of avoidance with outside all-male
groups is ranked last in use and also the lowest percentage of all results.
Table 9: External CMS of men with same sex results
External CMS
Average
Control
14.8%
Compromise
25.9%
Collaborate
28.4%
Accommodate
27.2%
Avoid
3.7%
Results of how women handle conflict externally with other all-female groups are
presented in Table 10. Women reported handling external conflicts with all-female groups
differently than internal conflicts and external conflicts with all-male groups. Women are more
willing to accommodate other groups of women than they are willing to accommodate their
sorority sisters. Women reported accommodation style 3.3% more when dealing with all-male
groups than they did when dealing with all-female groups.
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Table 10: External CMS of women with same sex results
External CMS
Average
Control
9.8%
Compromise
23.8%
Collaborate
Accommodate
40.2%
17.2%
Avoid
9.0%
Results of the desired CMS of leaders are presented in Table 11. Collaborative CMS
ranked as the most desirable style of a Greek organization leader with 29.6%. Four of the five
conflict styles were reported as a desirable CMS of a leader, avoidance being the only style to
not be considered desirable of a leader with only 2.0%.
Table 11: Desired CMS of Greek leaders results
Desired CMS
Control
Compromise
Collaborate
Accommodate
Avoid
Average
20.2%
21.2%
29.6%
27.1%
2.0%
Findings
Hypothesis 1: While the majority of males and females reported a collaborative CMS,
significantly more men reported control style than women. Minimal support was found for this
hypothesis.
Hypothesis 2: While the majority of males and females reported a collaborative CMS for intraorganizational conflict, the other styles were distributed differently. Females and males both
reported collaboration and compromise as the most used CMS in intra-organizational conflict.
Avoidance was the third most reported CMS among female respondents. Control style was the
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third most reported CMS among male respondents. Minimal support was found for this
hypothesis.
Hypothesis 3: The female Greeks reported the same CMS of collaboration used with external
groups as the male Greeks. This hypothesis was not supported.
Hypothesis 4: Male Greeks reported a more use of collaboration and avoidance CMS when
dealing with all female groups in comparison to dealing with all male groups where collaboration
and accommodation styles were the majority reported. Moderate support was found for this
hypothesis.
Hypothesis 5: Female Greeks reported collaboration as the CMS most used when dealing with all
female groups and all male groups. The female Greeks did report control style less used with all
male groups than amount used with all female groups. Support was found for this hypothesis.
Hypothesis 6: While collaboration style ranked as the most desirable, the control style was
ranked slightly less than the collaboration style. Moderate support was found for this hypothesis
in the survey results. Four of the five CMS were reported as desirable for an organizational
leader to possess. The only style not ranked desirable was the avoidance style.
Responses to Survey Results
Melissa Miller-Thomas and a handful of Greek students provided a surprising response to
the survey results. Miller-Thomas has served as the Director of Greek Life for Southeastern
Louisiana University for the past two years. In her experience as Greek Advisor, she has found
that more conflict exists within the sororities than between the fraternities. She also stated that
the women tend to experience conflict during the formal recruitment time of the year where the
groups are competing for new members. The men tend to be in a conflicting situation when
intramurals games are played; again, a time where the groups are in competition with each other.
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The style of conflict she feels being utilized by the Greeks the most is avoidance. She noted
numerous experiences of chapter presidents, members and chapter advisers approaching her with
a problem and wanting to know the process of how to solve the conflict. She attests this to this
generation being dependent on others and parents being more protective of their children.
The Greek members agreed with Miller-Thomas’ response to the survey results. They felt
that half the Greek Community reporting collaboration was an exaggerated figure. One female
interviewee stated in her interview, “Even though the sororities do have more conflict with each
other, they solve them in a better way. The guys will fight in the parking lot over their squabbles,
but the sororities will actually talk about it with each other.”
All of the interviewees agreed their organization did not have a set procedure of how
conflicts are solved intra-organizationally or inter-organizationally. They agreed that Greek Life
should have a mediation procedure put in place so physical fights, pranks and gossiping would
not occur. While the majority thought conflict is a recurring event in Greek organizations, it is
not a serious problem on Southeastern’s campus in comparison to events taking place at larger
universities.
Conclusion
The Southeastern Greek Community is unaware of the method in which conflict is
managed on an interpersonal, intra-organizational and inter-organizational level; the Greek
community becoming aware of current conflict management styles can lead to a decrease in
prolonged conflicts, and create a community of conflict competent organizations at Southeastern
Louisiana University.
The majority of Greek members reported utilizing collaborative conflict management
skills more so than the other approaches; however the lack of timely conflict management within
Conflict Management 23
the Southeastern Greek Community still remains an area of concern. This results compiled from
this research are not stationary. This research will be shared with current Greek members and
advisors, and interested university personnel. The results found from this study could lead to
significant improvements for Greek Life at Southeastern Louisiana University.
Collaborative style of managing conflict is an approach that all should strive to possess
whether in an organization or not. My results are evidence that the Southeastern Greek
Community is aware of how conflicts should be handled intra- and inter-organizationally. The
Greek Advisor, Mrs. Thomas and the chapter members’ responses to the survey results prove
there is a difference in what reality is and what is reported.
Suggestions for Further Research
Comparing how internal conflict management of each organization and their retention
rates of membership is an idea for further research. The results could create a direct link to
conflict management and overall membership.
Another suggestion for further research includes surveying Greek communities at other
universities to monitor whether conflict management issues are present in larger communities
more so than in smaller communities. The size of the Greek Community could pose an impact on
how conflict is approached internally within the organization and externally with other
organizations. In a study included in the literature review, leadership style over time was
reviewed for results. Conflict management style of an organization over a period of time would
be helpful to an organization looking to improve their operations.
Limitations to the Study
There are three important limitations to this study. First, time is an issue in this
educational effort. Survey participants are not only involved in their classes, but a Greek
Conflict Management 24
organization, as well. Fraternities and sororities have weekly meetings, university events and
other commitments that produces very little time for extra responsibilities. Opportunities for an
outsider, like me, to come into an organization’s event to administer a survey were seldom.
Schedule conflicts were an issue that limited the amount of participants, but close to half of the
Greek population was able to participate in the study. Another limitation to the study was my
desire to complete a study that requires extensive use of other people’s time. My original
intention was to duplicate the study performed by Judy Rashid on Student Organizational
Presidents and apply Rashid’s study to the Greek Presidents of the Southeastern Community.
This would have required the time of Greek Presidents and conflict management skills
intervention staff to travel to campus to present the program necessary for the duplicate study.
Lastly, this study is specific to one university. A generalization cannot be made for all Greek
students from this study. Generalizations can only be made for Southeastern’s Greek population
from this study.
The results of this study are significant for a number of reasons. Although compiling only
3.2% of the university’s enrollment, the Greek Community is an essential portion of the division
of student affairs, and the university’s overall success. The Community also accounts for a good
portion of students who live on-campus. The fraternities and sororities are involved in the
community from donating money to the nearby Columbia Theatre in Downtown Hammond to
adopting roads with the Hammond Litter Watch program. The results were surprising, but
hopefully the leaders of each participating organization have become more aware of the conflict
that currently exists within their chapter and the conflicts that exist with other Greek chapters.
Hopefully, through this study existing conflicts can be resolved to create a closer and prosperous
Southeastern Louisiana University Greek Community because avoided battles create wars.
Conflict Management 25
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Appendix A
Conflict Management 29
Greek Organizations Survey
Directions: Read each item and the five possible responses. Mark the answer that best indicates your typical
behavior.
1. When you have strong feelings in a conflict situation within your organization, you would:
___A.
Enjoy the emotional release and sense of accomplishment.
___B.
Enjoy the challenge of the conflict.
___C.
Become serious and concerned about how others are feeling and thinking.
___D.
Find it frightening because you feel differences cannot be discussed without someone’s feelings
getting hurt.
___E.
Become convinced there is nothing you can do to resolve the issue.
2. Select the statement that best describes your personal beliefs on conflict within your fraternity/sorority.
___A.
Life is conquered by those who believe in winning.
___B.
Winning is rarely possible in conflict.
___C.
No one has the final answer to anything, but each has a piece to contribute.
___D.
In a conflict, it is wise to turn the other cheek.
___E.
It is useless to attempt to change a person who seems locked in an opposing view.
3. What is the best result that you expect from conflict in your organization?
___A.
Conflict helps people face the fact that one answer is better than the other.
___B.
Conflict results in a strong middle ground being reached.
___C.
Conflict clears the air and enhances your relationships.
___D.
Conflict reveals the silliness of self-centeredness and draws people closer.
___E.
Conflict increases anxiety and assigns blame where it belongs.
4. When you are the person with the greater authority in a conflict in your fraternity/sorority, you would:
___A.
Put it straight, letting the other know your view.
___B.
Try to negotiate the best settlement you can get.
___C.
Ask to hear the other’s feelings and suggest a solution that both parties agree on.
___D.
Go along with the other person and keep your side to yourself.
___E.
Keep the encounter impersonal, citing rules if they apply.
5. When you become angry at a fraternity brother/sorority sister, you would:
___A.
Just explode without giving it much thought.
___B.
Try to smooth things over with a good story.
___C.
Express your anger and invite them to respond.
___D.
Try to compensate for your anger by acting the opposite of what you are feeling.
___E.
Remove yourself from the situation.
6. In handling conflict between your fraternity/sorority and another sorority, you would:
___A.
Predict other side’s argument and prepare responses prior to open conflict.
___B.
Encourage your organization to be prepared by creating a possible compromise.
___C.
Recognize that conflict is healthy and press for each organization to share their thoughts.
___D.
Promote harmony because the only result of conflict is the destruction of friendly relations.
___E.
Have your organization submit the issue to the Greek advisor or university official.
7. In handling conflict between your fraternity/sorority and another fraternity, you would:
___A.
Predict other side’s argument and prepare responses prior to open conflict.
___B.
Encourage your organization to be prepared by creating a possible compromise.
___C.
Recognize that conflict is healthy and press for each organization to share their thoughts.
___D.
Promote harmony because the only result of conflict is the destruction of friendly relations.
___E.
Have your organization submit the issue to the Greek advisor or university official.
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8.
When someone you get along with in your fraternity/sorority with takes an unreasonable position, you
would:
___A.
Lay it on the line, telling them that you do not like it.
___B.
Let them know casually you are not pleased; possibly distract with humor; and avoid a direct
confrontation.
___C.
Call attention to the conflict and sit down to hear both sides.
___D.
Try to keep your worries to yourself.
___E.
Let your actions and body language speak for you by avoiding them.
9. When you see conflict emerging between two members of your fraternity/sorority, you would:
___A.
Push for a fast medication to ensure the conflict is over quickly.
___B.
Avoid outright confrontation by encouraging a middle ground.
___C.
Share with the group your impression of what is going on, so the nature of the conflict can be
discussed.
___D.
Prevent the conflict before it emerges by relieving tension with humor.
___E.
Stay out of the conflict as long as it is of no concern to you.
10. When selecting a member of your fraternity/sorority to represent you in negotiating a conflict, you would
choose a person who:
___A.
Knows the rationale of your group’s standpoint and would press vigorously your organization’s
point of view.
___B.
Would see that most of your group’s opinions were incorporated into decision-making without
going against too many members.
___C.
Would emphasize problem-solving approaches to conflict.
___D.
Is a “people person” and would be openly cooperative in their approach to conflict.
___E.
Would present your organization’s case accurately, but in the end, agree with the opposing
viewpoint for the sake of avoiding conflict.
11. Circle your gender:
Male
Female
12. Circle your organization’s affiliation:
IFC
Panhellenic
Pan-Hellenic
13. Do you hold a leadership position in your organization? ________
If yes, what position do you hold? _________________________
Conflict Management 31
Appendix B
Conflict Management 32
Greeks Responses to Survey Results Interviews
Introductory Protocol
To facilitate our note-taking, I would like to audio tape our conversations today. Please sign the
release form. For your information, only I will be privy to the tapes which will be eventually
destroyed after they are transcribed. In addition, you must sign a form devised to meet our
human subject requirements. Essentially, this document states that: (1) all information will be
held confidential, (2) your participation is voluntary and you may stop at any time if you feel
uncomfortable, and (3) I do not intend to inflict any harm, Thank you for agreeing to participate.
We have planned this interview to last no longer than one hour. During this time, we have
several questions that we would like to cover. If time begins to run short, it may be necessary to
interrupt you in order to push ahead and complete this line of questioning.
Introduction
You have been selected to speak with us today because you have been identified as a member of
the Greek Community that has a lot to share about your experiences with conflict, both within
your group and outside of your group, and conflict with members of the opposite sex. My thesis
paper focuses on conflict management style and how organizational conflict is handled. My
study does not aim to evaluate your techniques or experiences. Rather, I am trying to learn more
conflict management within the Southeastern Greek system and hopefully learn about practices
that help improve how conflicts are handled.
A. Interviewee Background
How long have you been a member of
_______ have you held any leadership positions?
_______ if so, what positions have you held?
_______ what is your field of study?
fraternity/sorority?
1. Briefly describe your role in your organization as it relates to conflict and how situations
are resolved in your organization.
2. What motivates you to resolve conflict within your organization and with other Greek
organizations?
B. Conflict Management Perspective
1. Describe the most recent Greek conflict you witnessed/experienced.
2. What strategy did the participants in the conflict use to address the problem at first?
Probes: Was the strategy effective? Why or why not?
Did they get to a resolution? Why or why not?
Conflict Management 33
3. What strategy does your organization use to resolve conflicts between members of your
organization and members of another group? All-female groups? All-male groups?
4. Describe a typical Greek conflict situation.
Probes: What is their tendency in trying to settle the conflict?
Do you have any other approaches to offer the Greek Community?
C. Conflict Management and Gender
1. Do you think sororities handle conflict differently than the fraternities? How so? How are
their strategies the same? How are their strategies different?
2. Does one gender handle conflict better than the other? How so? Give an example of a
time where _____ handled a situation better than _______.
3. Who experiences the most conflict within their group? Men or women? Why?
4. Who experiences the most conflict with other groups? Men or women? Why?
D. Survey Results Response
1. In a recent survey, 50% of Southeastern Greeks reported a collaborative approach
(operationalize) to resolving conflict. Do you believe this is true?
2. Are Greeks ignoring an existing problem of conflict?
3. What can Southeastern/Student Affairs/Greeks do to improve this situation?