| This study of the role of power in conflict resolution identified conflict resolution strategies and power modes that were effective in reducing conflict. Participant observation methodology was used in a predominantly middleclass suburban setting to obtain data on 123 conflict events in which educational leaders were involved.;Power in conflict dyads was analyzed in relation to conflict outcomes as to whether it was high or low, balanced or unbalanced, shifting or stable, and hostile or friendly. Position in the organizational hierarchy and sources of power were additional variables.;Power was found to be a consistent dimension of conflict. Conflict was best resolved when power was used as influence, control of events did not shift to the other person, and a repertoire of strategies was used. High power persons most effectively resolved conflict when they empowered others, used a repertoire of strategies, listened to others' opinions, remained in a friendly mode, and did not act to further increase their own power. Low power persons increased their own power and effectively resolved conflict when they offered expert knowledge, offered options, stalled for time to gather new data, or resorted to established procedures. They did not resolve conflict but successfully achieved their own goals and increased their power by circumventing persons adjacent in the hierarchy.;The results suggest that empowerment of low power persons is critical in effecting conflict resolution. Where power is used as manipulation, conflict resolution can be improved by seeking clarification and changes in organizational structure. The most effective conflict resolvers choose strategies and power mode for situational conflict management.;Power and conflict were conceptualized as being both inevitable and potentially productive in enhancing relationships of parties who work together to achieve their desired outcomes. Power was described as manipulation and control or as influence and mobilization of resources. Two factors were believed to affect the choice of power mode and strategies used in conflict resolution: (1) an individual's basic motivational and need structure, and (2) certain attributes of organizational structure. |
