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Instructor’s Manual to Accompany
Organizational Behavior 5/e
emerging knowledge and practice for the real world
by Steven L. McShane and Mary Ann von Glinow
Chapter 11
Conflict and Negotiation in
the Workplace
Prepared by:
Steven L. McShane, University of Western Australia
This Instructor’s Manual 1ile is part of the Instructor’s Resource CD‐ROM for Organizational Behavior:
Emerging Knowledge and Practice for the Real World, 5th edition
10‐digit ISBN: 0073364347
13‐digit ISBN: 9780073364346
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McGraw-Hill
Irwin
Chapter 11: Conflict and Negotiation in the Workplace
Conflict and Negotiation in

1 the Workplace
LEARNING OBJECTIVES
After reading this chapter, students should be able to:
1. Debate the positive and negative consequences of con1lict in the workplace.
2. Distinguish constructive con1lict from relationship con1lict.
3. Describe three strategies for minimizing relationship con1lict during constructive‐con1lict
episodes.
4. Diagram the con1lict process model.
5. Identify six structural sources of con1lict in organizations.
6. Outline the 1ive con1lict‐handling styles and discuss the circumstances in which each would
be most appropriate.
7. Summarize six structural approaches to managing con1lict.
8. Outline four situational in1luences on negotiations.
9. Describe four skills of effective negotiators.
10. Compare and contrast the three types of third‐party dispute resolution.
CHAPTER GLOSSARY
alternative dispute resolution (ADR) ‐‐ an orderly relationship con1lict ‐ occurs when people focus on
process of third‐party dispute resolution, typically characteristics of other individuals rather than the
including mediation followed by arbitration. issues as the source of con1lict.
con1lict ‐‐ is a process in which one party perceives that third‐party con1lict resolution ‐‐ any attempt by a
its interests are being opposed or negatively affected by relatively neutral person to help the parties resolve their
another party. differences.
constructive con1lict ‐‐ occurs when people focus their
win–lose orientation ‐‐ The belief that con1licting parties
discussion on the issue while maintaining respectfulness
are drawing from a 1ixed pie, so the more one party
for people having other points of view.
receives, the less the other party will receive.
negotiation – the process whereby two or more
win–win orientation ‐‐ The belief that the parties will
con1licting parties attempt to resolve their divergent
1ind a mutually bene1icial solution to their disagreement.
goals by rede1ining the terms of their interdependence
CHAPTER SYNOPSIS
Con1lict is the process in which one party perceives that his or her interests are being opposed or negatively affected by
another party. For many years, con1lict was viewed as undesirable and counterproductive. There is evidence that
con1lict can produce undesirable outcomes such as lower job satisfaction, team cohesion, and knowledge sharing as
well as higher organizational politics and turnover. However, experts later formed the opinion that organizations suffer
from too little as well as too much con1lict. Research reports that moderate con1lict can improve decision making,
organizational responsiveness to the environment, and team cohesion (when con1lict is with sources outside the team).
The current perspective involves distinguishing constructive con1lict from relationship con1lict. The former focuses on
issues and a logical evaluation of ideas, whereas the latter pays attention to interpersonal incompatibilities and 1laws.
Although the ideal would be to encourage constructive con1lict and minimize relationship con1lict, relationship con1lict
tends to emerge in most constructive‐con1lict episodes. However, relationship con1lict is less likely to dominate when
the parties are emotionally intelligent, have a cohesive team, and have supportive team norms.
The con1lict process model begins with the six structural sources of con1lict: incompatible goals, differentiation
(different values and beliefs), interdependence, scarce resources, ambiguous rules, and communication problems.
These sources lead one or more parties to perceive a con1lict and to experience con1lict emotions. This, in turn,
produces manifest con1lict, such as hostile behaviors toward the other side. The con1lict process often escalates through
a series of episodes.
Organizational behavior experts have identi1ied several con1lict‐handling styles: problem solving, forcing, avoiding,
yielding, and compromising. People who use problem solving have a win‐win orientation. Other styles, particularly
forcing, assume a win‐lose orientation. In general, people gravitate toward one or two preferred con1lict‐handling styles
that match their personality, personal and cultural values, and past experience. However, the best style depends on
various characteristics of the situation.
Structural approaches to con1lict management include emphasizing superordinate goals, reducing differentiation,
improving communication and understanding, reducing interdependence, increasing resources, and clarifying rules and
procedures.
Negotiation occurs whenever two or more con1licting parties attempt to resolve their divergent goals by rede1ining the
terms of their interdependence. Negotiations are in1luenced by several situational factors, including location, physical
setting, time passage and deadlines, and audience. Important negotiator behaviors include preparation and goal setting,
gathering information, communicating effectively, and making concessions.
Third‐party con1lict resolution is any attempt by a relatively neutral person to help the parties resolve their differences.
The three main forms of third‐party dispute resolution are mediation, arbitration, and inquisition. Managers tend to use
an inquisition approach, although mediation and arbitration are more appropriate, depending on the situation.
POWERPOINT® SLIDES
Organizational Behavior Fifth Edition includes a complete set of Microsoft PowerPoint® 1iles for each chapter. (Please
contact your McGraw‐Hill/Irwin representative to 1ind out how instructors can receive these 1iles.) In the lecture
outline that follows, a thumbnail illustration of each PowerPoint slide for this chapter is placed beside the
corresponding lecture material. The slide number helps you to see your location in the slide show sequence and to skip
slides that you don’t want to show to the class. (To jump ahead or back to a particular slide, just type the slide number
and hit the Enter or Return key.)
LECTURE OUTLINE (WITH

POWERPOINT® SLIDES)
Conflict and Negotiation in the Workplace
Conflict and Negotiation

in the Workplace
Slide 1
Generational Conflict at Work

To reward themselves for a job well done, Generation-Y
(Millennial) employees might throw a pizza party during office
hours, but this practice bothers older employees who have
Generational Conflict at different views about appropriate workplace behavior.
Work
Slide 2
Conflict Defined
The process in which one party perceives that its interests are
being opposed or negatively affected by another party
• Based on perceptions -- conflict is perceived to exist
Conflict Defined
Slide 3
Is Conflict Good or Bad?: Pre 1970s View

Historically, experts viewed conflict as dysfunctional
• Undermined relations
• Wasted human energy
Is Conflict Good or
Bad?: Pre 1970s View
• Results in job dissatisfaction, turnover, stress, lower productivity,
Slide 4 less information sharing
Is Conflict Good or Bad?: 1970s-1990s View

From 1970s to 1990s, experts believed there is an optimal level
of conflict
Is Conflict Good or
Dysfunctional to have too little and too much conflict
Bad?: 1970s-1990s View Some conflict is good because:
Slide 5
• Energizes people to debate issues
• Reexamine assumptions/logic of arguments
• Improves responsiveness to external environment
• Increases cohesion within the team
Is Conflict Good or Bad?: Emerging View

Two types of conflict
Constructive (task) conflict
Is Conflict Good or
• Conflict is aimed at issue, not parties
Bad?: Emerging View • Produces benefits of conflict
Slide 6 • However, likely an upper limit to any conflict, including
constructive
Relationship (socioemotional) conflict
• Aims conflict at the person (e.g. their competence), not the task
or issue
• Introduces perceptual biases
• Distorts information processing
Is Conflict Good or Bad?: Emerging View

Goal: encourage constructive conflict, minimize relationship
conflict
Is Conflict Good or
Problem: difficult to separate constructive from relationship
Bad?: Emerging View conflict
Slide 7 • Drive to defend naturally activated when ideas are critiqued
• The stronger the level of debate the more likely constructive
conflict will generate relationship conflict.
Constructive Confrontation at Intel

Intel employees learn to fully evaluate ideas through “constructive
confrontation.” The objective is to attack the problem, not the
employee, but some critics claim the process is a license for
Constructive some Intel staff to be bullies.
Confrontation at Intel
Slide 8
Minimizing Relationship Conflict

Three conditions that minimize relationship conflict while
engaging in constructive conflict
Minimizing Relationship
1. Emotional intelligence – allows individuals to better control
Conflict their emotions during debates
Slide 9
2. Cohesive teams – members give each other more latitude
to disagree, and are less likely to interpret opposition as
personal
3. Supportive team norms – discourage negative reactions
toward co-workers during frank and open dialogue
The Conflict Process
Sources of conflict
• Conflict begins with the conditions that create conflict
• Includes incompatible goals, different values, tasks, resources,
The Conflict Process rules, and communication
Slide 10
• Leads to conflict perceptions and emotions
• Leads to manifest conflict episodes (behavior)
‣ manifest conflict may affect conflict perceptions and emotions
(reverse arrows)
• Conflict outcomes
‣ conditions and relations after manifest conflict
Conflict escalation cycle -- a dynamic, interactive set of conflict
episodes
• Communication may control conflict, keeping it task-related, or
ambiguity may allow conflict to escalate into relationship conflict
• Process then adopts an ‘us-them’ frame of reference -- becomes
relationship conflict
Structural Sources of Conflict

1. Goal incompatibility
• Goals may conflict with others
• Reinforced by reward systems
Structural Sources of
Conflict • Divergent goals contribute to conflict
Slide 11
2. Different values and beliefs (Differentiation)
• People hold different values and beliefs due to unique
backgrounds, experiences, training
• Cultural differences -- result in misunderstanding
• Mergers – divergent corporate cultures explain conflict
• Cross-generational conflict due to younger and older employees
having different needs, expectations and values
3. Task interdependence
• Conflict increases when people share common inputs, have
interdependent processes, or receive outcomes partly determined
by performance of others
• Three levels (pooled is lowest)
‣ pooled interdependence -- work units rely on a common resource or
authority but do not work directly with each other
‣ sequential interdependence -- one person's output is next person's
input
‣ reciprocal interdependence -- output is exchanged – employees are
highly dependent on each other
Structural Sources of Conflict

4. Scarce resources
• Potential conflict increases as shared resources decrease
• Results in more competition for resources to fulfill goals
Structural Sources of
Conflict 5. Ambiguous rules
Slide 12 • Ambiguous or lack of rules guiding relations between parties
• Encourages political tactics to intercept resources
• Ambiguity weakens coordination
• Threatens goal achievement because parties don't know what the
other will do
6. Communication problems
• Conflict due to lack of opportunity, ability, or motivation to
communicate effectively
• Lack of opportunity --reliance on stereotypes
• Lack of ability -- arrogant communication heightens conflict
perception
• Lack of motivation -- conflict causes lower motivation to
communicate, which increases stereotyping
Interpersonal Conflict Handling Styles

Two general orientations
• Win-win orientation
‣ believe parties will find a mutually beneficial solution to their
Interpersonal Conflict
Handling Styles disagreement
Slide 13 ‣ working together produces creative solution
• Win-lose orientation
‣ belief that the more one party receives, the less the other receives
‣ sometimes appropriate, but often creates unnecessary conflict
‣ tends to escalate conflict -- parties try to gain advantage
Five Conflict Handling Styles

Vary in degree of assertiveness (concern of one’s own interests)
and cooperativeness (concern for the party’s interests)
Five Conflict Handling

1. Problem-Solving
Styles ‣ Try to find a mutually beneficial solution
Slide 14
2. Forcing
‣ Try to win the conflict at the other’s expense -- strong win/lose
orientation
‣ Strongest win-lose orientation
‣ Relies on “hard” influence tactics, particularly assertiveness to get
one’s own way
3. Avoiding
‣ Smooth over or avoiding conflict
‣ Low concern for both self and the other party
‣ Suppresses thinking about the conflict
1. Yielding
‣ Give in to the other side’s wishes, little or no attention in one’s own
interests
‣ Make unilateral concessions, unconditional promises and/or offering
help with no expectation of reciprocal help
2. Compromising
‣ Reach a middle ground between the interests of the parties
‣ Look for a position in which your losses are offset by equally valued
gains
‣ Match the other party’s concessions making conditional promises or
threats
Conflict Handling Style Preferences

• People tend to prefer one or two styles compatible with their
personality, values, and self-concept
• Cultural and gender influences on use of conflict handling
styles
Conflict Handling Contingencies
Best conflict handling style depends on the situation
Problem solving
Conflict Handling
Contingencies
Best when:
Slide 15 • interests are not perfectly opposing
• parties have trust/openness
• issues are complex
Problems with problem solving style
• Sharing information that the other party might use to their
advantage
Forcing
Best when:
• you have a deep conviction about your position
• quick resolution required
• other party would take advantage of cooperation
Problems with forcing style
• Highest risk of relationship conflict
• May damage long-term relations, reducing future problem solving
Contingencies of Conflict Handling (con’t)
Avoiding
Best when:
Conflict Handling • relationship conflict is high
Contingencies
• conflict resolution cost is higher than its benefits
Slide 16
Problems with avoiding style
• Doesn’t usually resolve the conflict
• May increase frustration for all parties
Yielding
Best when:
• other party has much more power
• issue is much less important to you than other party
• value/logic of your position is imperfect
Problem with yielding style
• Increases other party’s expectations in future conflict episodes
Compromising
Best when…
• parties have equal power
• quick solution is required
Conflict Handling
Contingencies
• parties lack trust/openness
Slide 17 Problem with compromising style
• Sub-optimal solution where mutual gains are possible
Structural Approaches to Conflict Resolution
1. Emphasizing superordinate goals

Superordinate goal – a goal that both conflicting parties value
Structural Approaches to and whose attainment is beyond the resources and effort of
Conflict Resolution either party alone.
Slide 18
• Emphasize common objective rather than conflicting sub-goals
• Reduces goal incompatibility and differentiation
2. Reducing differentiation
Remove sources of different values and beliefs
Ways to reduce differentiation
• Move employees around to different jobs, departments and
regions
• Common work experience
Structural Approaches to Conflict Resolution (con’t)
3. Improving communication and understanding

Employees understand and appreciate each other’s views
Structural Approaches to through communication
Conflict Resolution
• Relates to contact hypothesis
Slide 19
• Two warnings:
‣ apply communication/understanding after reducing differentiation
‣ a Western strategy that may conflict with values/traditions in other
cultures
Structural Approaches to Conflict Resolution (con’t)
4. Reduce Task Interdependence

Reducing interdependence an occur by:
Structural Approaches to • Dividing shared resources
Conflict Resolution
• Combine tasks
Slide 20
• Use buffers -- inventory, intermediaries
5. Increase Resources
• Duplicate resources
6. Clarify Rules and Procedures

• Clarify resource distribution
• Change roles and responsibilities
Resolving Conflict Through Negotiation

Negotiation -- attempting to resolve divergent goals by redefining
terms of interdependence
• Everyone negotiates every day
Resolving Conflict
Through Negotiation Conflict handling style in negotiation
Slide 21
Win-lose style (forcing, yielding, etc) tends to produce
suboptimal result -- less information sharing
Win-win orientation (problem solving) is risky because other party
may use information to their advantage
Need to begin cautiously with problem-solving style
• share information slowly, determine whether the other side will
reciprocate
• try to establish trust
Shift to a win-lose style when:
1. situation does not seem to allow for mutual gains (i.e. no
win-win solution is possible)
2. other party won't reciprocate information sharing
Bargaining Zone Model of Negotiations

Parties typically establish three key negotiating points:
1. Initial offer point
‣ your opening offer -- best expectation
Bargaining Zone Model
Slide 22 2. Target point
‣ your realistic goal or expectation
3. Resistance point
‣ the point where you won’t make further concessions
In win-lose situations
• Parties begin with their initial offer point for each item on the
bargaining agenda
• Neither the target nor resistance points are revealed
• Each side tries to move other side’s resistance point closer to
their own initial offer
In purely win-win settings
• Try to find a creative solution -- keeps parties close to their initial
offer points
Situational Influences on Negotiations
1. Location
Advantages of ‘home turf’
Situational Influences on • no travel-related stress, easier access to resources
Negotiations
Slide 23 Problems with home turf
• can't walk out
Negotiators try to choose a neutral site, but might try for their
own location if this does not threaten trust between the parties
No location
• Computer technologies (fax, e-mail, video-conferences) make
this possible
• But negotiators tend to prefer the media richness of face-to-face
meetings
2. Physical setting
Room, tables/chairs can affect negotiations
• face-to-face -- more win-lose orientation
• interspersed -- more win-win orientation
3. Time passage and deadlines

Time passage
• Increases escalation of commitment to completing negotiations
• May result in excessive concessions
Time deadlines
• Deadline goals motivate parties to reach timely resolution
• Liability when deadline is fixed and exceeding it is costly
‣ tendency to make more concessions
‣ less information sharing
4. Audience Characteristics
Audiences -- anyone with a vested interest in the negotiation
outcomes
When audience directly observes the negotiations:
• negotiators are more competitive (forcing) -- impression
management
• less willing to make concessions
• more likely to ‘save face’
• audience may be drawn in -- source of indirect appeals
Effective Negotiator Behavior
1. Preparation and goal setting

• Plan strategy, establish goals for initial offer, target, and
resistance points
Effective Negotiation
Behavior • Consider alternative strategies
Slide 24 • Identify underlying assumptions, goals and values
• Research other party’s interests
2. Gathering information
• Listen and ask questions more than talk
• Specialize listening among team members
3. Communicating effectively
• Focus on issues rather than people
‣ task-oriented rather than relationship conflict
• Avoid irritating statements (e.g. “You’ll agree this is a generous
offer”)
• Use effective persuasion tactics by structuring the content of
messages – strive for acceptance
4. Making concessions
Concessions are important because they:
1. move parties toward the area of potential agreement,
2. symbolize motivation to bargain in good faith
3. communicate relative importance of items negotiated
Number of concessions depends on the other party’s
expectations and level of trust
Best strategy -- moderately tough, just enough concessions to
communicate sincerity and motivate other side to resolve the
conflict
• Need to carefully ‘read’ the situation and know when another
concession is required
Third Party Conflict Resolution

Any attempt by a relatively neutral person to help the parties
resolve their differences – classified by their level of control over
the process and their control over the decision
Types of Third Party
Intervention Types of Third Party Intervention
Slide 25
1. Arbitration
‣ third party makes a binding decision on the conflicting parties
‣ low process control, high decision control
‣ includes labour arbitration and increasingly non-union conflicts
2. Inquisition
‣ high process control, high outcome control
‣ controlling all discussion about the conflict, asking questions to the
disputing parties, and deciding which information to select or ignore
‣ common managerial intervention
3. Mediation
‣ manage the process and context of interaction between the disputing
parties
‣ high process control, low decision control
Choosing the Best 3rd Party Strategy

Managers prefer inquisitional strategy
‣ Provides consistency and control
‣ Problems: risk of poor decision and less perceived fairness
Choosing the Best 3rd
Party Strategy Best 3rd party strategy depends on situation, leader-follower
Slide 26 relations, cultural values
Mediation potentially offers highest satisfaction with process and
outcomes
Use arbitration when mediation fails
Conflict and Negotiation in the Workplace
Conflict and Negotiation

in the Workplace
Slide 27
SOLUTIONS TO CRITICAL THINKING QUESTIONS

1. Distinguish constructive con1lict from relationship con1lict, and explain how to apply the former with
minimal levels of the latter.
The distinction between task‐related (constructive) and relationship con1lict is one of perceptions and emotions
toward the con1lict. Task‐related con1lict occurs when the parties view the con1lict experience as something
separate from them. Differences of opinion are viewed as constructive events in which the parties can learn
different perspectives and possibly develop new ideas.
Relationship con1lict, on the other hand, occurs when the parties view their differences as threatening personal
attacks. Rather than focusing on the issue, each party starts to see the other person as the problem. The discussion
becomes emotionally charged, so that perceptual biases are introduced and information processing is impeded.
One way to encourage constructive con1lict and minimize relationship con1lict is by keeping the participants
focussed on the issue and its resolution as opposed to individuals. With this in mind experts have identi1ied three
strategies:
Emotional intelligence. Participants are less likely to resort to personal attacks when they have high emotional
intelligence. Such individuals are known to have control over their emotions, and are better able to use the
emotions of others as information.
Cohesive teams. Members in such teams tend to be more forgiving of team mates with differing view points. This
allows them to avoid felling personally offended when others within the team voice opposing arguments.
Supportive team norms. If the team encourages frank and open debate while discouraging personal attacks, it can
help minimize if not avoid relationship con1lict. The norms may include an acceptance of appropriate humor to
maintain positive relations.
2. The chief executive of1icer of Creative Toys, Inc., read about cooperation in Japanese companies and vowed
to bring the same philosophy to the company. The goal is to avoid all con1lict so that employees will work
cooperatively and be happier at Creative Toys. Discuss the merits and limitations of the CEO’s policy.
This question addresses the idea that con1lict can be both good and bad for organizations. To effectively manage
con1lict, organizational leaders must 1ind interventions that alter the level and form of con1lict in ways that
maximize its bene1its and minimize its dysfunctional consequences.
Constructive controversy is a form of con1lict that bene1its decision making. This task‐related con1lict helps people
to recognize problems, to identify a variety of solutions, and to better understand the issues involved. Con1lict is
also a catalyst for change and improved decision making. It occurs when people raise new perspectives of issues
and these emerging views are debated. Under certain conditions, con1lict between work teams is bene1icial to the
extent that it builds commitment to the team.
Of course, not all con1lict is bene1icial. When managed poorly, con1lict encourages organizational politics by
motivating people to attack or undermine the activities of their adversaries. This relationship con1lict results in
frustration, job dissatisfaction, and stress. Unbridled con1lict may cause employees to escape from the situation
through turnover or absenteeism.
3. Con1lict among managers emerged soon after a French company acquired a Swedish 1irm. The Swedes
perceived the French management as hierarchical and arrogant, whereas the French thought the Swedes
were naive and cautious and lacked an achievement orientation. Describe ways to reduce dysfunctional
con1lict in this situation.
The most apparent process to minimize con1lict in this situation would be some form of structured dialogue.
Speci1ically, the Swedes and French managers need to diplomatically bring out their concerns and understand the
other party’s rationale for their behavior. We emphasize “structured” dialogue because informal dialogue (without
a facilitator) may increase the risk of con1lict escalation.
One dialogue‐type strategy is intergroup mirroring, which is described as a supplemental lecture later in this
instructor’s manual chapter. The process begins with a relationship audit in which consultants meet with
individuals and groups of employees to identify the employment‐connected relationships that have caused the
current disruption and disagreement
In this situation, relationship restructuring would involve interviews by consultants with representatives from the
Swedish company and French company. Information collected from the relationship audit is used to evaluate the
relationships, such as communication de1iciencies, misaligned expectations, corporate culture shifts, and so on.
This would identify the sources of the con1lict, which may be either structural problems or the way each side
communicates with the other side.
Although intergroup mirroring and other dialogue‐type interventions can reduce dysfunctional con1lict, students
should be able to think of factors in this situation that may interfere with the process. One problem might be that
either the Swedes or the French employees might be less willing to discuss the con1lict due to cultural values. Some
cultures discourage open discussion of con1lict, and this might occur here. Another problem may be that the
con1lict is due to fundamental differences between the parties, such as cultural differences in communication, or
stereotypes of each other. These are more dif1icult to change than are structural causes of con1lict.
NOTE: This incident is described in M. Raynaud and M. Teasdale, “Confusions and Acquisitions: Post Merger Culture
Shock and Some Remedies,” IABC Communication Journal, 9 (May‐June 1992), pp. 44‐45.
4. This chapter describes three levels of interdependence that exist in interpersonal and intergroup
relationships. Identify examples of each level in your work or school activities. How do these three levels
affect potential con1lict for you?
Task interdependence refers to the extent and form of the relationship between two people, teams, or
organizations. The three levels of interdependence are pooled, sequential, and reciprocal. Pooled interdependence
creates the lowest potential for con1lict (other than complete independence). This interdependence exists where
work units operate independently except for reliance on a common resource or authority. Several company
divisions depending on the same corporate pool of money to fund new capital projects is an example.
Sequential interdependence occurs where one person’s output is the direct input for another person or unit. This
interdependent linkage is found in manufacturing operations where the 1inal assembly team depends on
subassembly teams to maintain quality parts and suf1icient inventory.
The highest level of interdependence is reciprocal interdependence in which work output is exchanged back and
forth among individuals or work units. This relationship exists in work teams where work‐in‐progress is passed
back and forth several times before the 1inal service or product is completed.
5. Jane has just been appointed as purchasing manager of Tacoma Technologies Corp. The previous
purchasing manager, who recently retired, was known for his “winnertakeall” approach to suppliers. He
continually fought for more discounts and was skeptical about any special deals that suppliers would
propose. A few suppliers refused to do business with Tacoma Technologies, but senior management was
con1ident that the former purchasing manager's approach minimized the company's costs. Jane wants to
try a more collaborative approach to working with suppliers. Will her approach work? How should she
adopt a more collaborative approach in future negotiations with suppliers?
The best strategy when entering negotiations is to begin with a cautious win‐win orientation. This means that Jane
should enter the negotiations with a problem‐solving style by sharing information slowly. However, she should
carefully watch for evidence that the suppliers are responding with problem‐solving behaviors.
If suppliers do not reciprocate with a problem‐solving style, then Jane should retreat somewhat from the problem‐
solving approach, perhaps shifting to more of a compromising style. She should return to a more problem solving
approach later, again being cautious and watching for reciprocal behaviors from suppliers.
6. You are a special assistant to the commanderinchief of a peacekeeping mission to a wartorn part of the
world. The unit consists of a few thousand peacekeeping troops from the United States, France, India, and
four other countries. The troops will work together for approximately one year. What strategies would you
recommend to improve mutual understanding and minimize con1lict among these troops?
Multicultural forces minimize con1lict by ensuring that troops eat and socialize together. Various social activities
can occur, such as mixed sports teams (although 1inding a common sport can be a problem!). Special dialogue
sessions can help troops overcome stereotypes of each other. In these sessions, people from each representative
country would discuss their backgrounds and how they think about their role in the peacekeeping activity. You will
also need to assess and address other issues that could potentially create con1lict e.g. need for resources, task
interdependence issues, ensuring roles and procedures are clear.
7. The chief operating of1icer (COO) has noticed that production employees in the company’s Mexican
manufacturing operations are unhappy with some of the production engineering decisions made by
engineers in the company’s headquarters in Chicago. At the same time, the engineers complain that
production employees aren’t applying their engineering speci1ications correctly and don’t understand why
those speci1ications were put in place. The COO believes that the best way to resolve this con1lict is to have
a frank and open discussion between some of the engineers and employees representing the Mexican
production crew. This opendialogue approach worked well recently among managers in the company’s
Chicago headquarters, so it should work equally well between the engineers and production staff. On the
basis of your knowledge of communication and mutual understanding as a way to resolve con1lict, discuss
the COO’s proposal.
The chief operating of1icer (COO) should be very cautious about launching into an intervention to improve
communication and mutual understanding between these two groups. The problem is that, as the textbook warns,
communication and mutual understanding interventions may fail when the parties have high differentiation, as is
the case here. Furthermore, the Mexican culture has more con1lict avoidance than occurs in the Canada, which
could further aggravate the situation.
Instead, the COO should 1irst try to 1ind ways to reduce differentiation, such as by having both groups perform an
interesting task or teambuilding together (e.g. Habitat for Humanity volunteering day). Even if differentiation is
reduced, the national culture differences call for subtle forms of “getting to know you” events, such as social and
task‐related activities where each party comes to appreciate the uniqueness of the other group.
8. Describe the inquisitional approach to resolving disputes between employees or work units. Discuss its
appropriateness in organizational settings, including the suitability of its use with a multigenerational
workforce.
By applying the inquisitional approach, managers dominate the intervention process as well as make a binding
decision. Speci1ically, inquisitional managers control all discussion about the con1lict, ask questions to the disputing
parties, and decide which information to select or ignore.
The inquisitional approach is generally inappropriate in typical organizational settings. One problem is that
managers tend to collect limited information about the problem using this approach, so their imposed decision may
produce an ineffective solution to the con1lict. Another problem is that employees tend to think that the procedures
and outcomes of inquisitions are unfair because they have little control over this.
In an organizational setting with a multigenerational workforce, the inappropriateness of the inquisitional
approach is even more evident. In such a workforce there already exists some tension between young and older
workers, which has the potential to induce generational con1lict. Using the inquisitional approach with its inherent
lack of perceived fairness would exacerbate rather than mitigate con1lict. The inquisitional approach may be
successful in work environments where employees have a high power distance, and are more accepting of
autocratic management styles. However, younger employees in North America have different attitudes about work
and the role of their superiors, which generally favor participative and more egalitarian management styles.
CASE STUDY 11-1: TAMARACK INDUSTRIES
Case Synopsis
Tamarack Industries hires college students during summers to work on the production line. Regular employees
resented being split up to reform teams with some college students, so the foreman decided to allow the college
students to form their own team. Rivalry soon formed between members of the regular team and student team.
Eventually, this led to sabotage, which motivated the foreman to break up the teams.
Suggested Answers to Case Questions

1. What are the signs (symptoms) of con1lict in this case?
This case describes several symptoms from both parties (regular employees and students). In the past, the regular
employees “resented” working with the college students and “complained” about their work performance.
Although these con1licts did not exist this year, the regular employees resented comments about them from the
college students as well as their work on shorter production runs. The demeaning remarks by the college students
might also be considered symptoms of dysfunctional con1lict. The most overt symptoms of con1lict were the
sabotage of the other team’s work.
2. Use the con1lict model to (a) identify the structural causes of con1lict and (b) discuss the escalation of
con1lict described in this case.
The main source of con1lict in this case is differentiation. The teams consisted of people with signi1icantly different
backgrounds, values, and beliefs (i.e. college vs regular staff ). Some of the other sources of con1lict had minimal
relevance. For example, the teams had low (pooled) interdependence regarding task resources, their goals were
not incompatible, and they did not lack resources to perform their work.
However, there was ambiguity in rules of conduct. Also, the case suggests signi1icant communication problems in
the sense that the two teams did not talk to each other but formed stereotypes. The rivalry that formed between the
teams might suggest that there was a values scarce resource ‐‐ superior performance. Only on team could be the
best, which may have explained why the teams tried to undermine each other’s performance through sabotage.
Con1lict escalation: This case nicely illustrates the problem of escalating con1lict when the underlying sources of
con1lict are not identi1ied and resolved son enough. Initially, the con1lict was limited to verbal taunts by students
and complaints by the regular staff. Later, this con1lict escalated into sabotage of production output.
3. If you were Dan Jensen, what action would you take in this situation?
This question should generate considerable debate because the solution is not that simple.
To begin, the instructor might want to ask whether the foreman’s solution is the best option here. Most likely, the
foreman’s action will NOT work. On the one hand, mixing teams could improve relations among college students
and regular staff because they would now work together and have more opportunity to know and understand each
other (see the con1lict chapter on communication and mutual understanding as a solution to con1lict). However,
this con1lict management strategy works only if differentiation is suf1iciently low. If the two groups are quite
different, then mixing them together could, as predicted, spark resignations, or at least reduce organizational
commitment. There is also the problem that mixing teams with cause teams to revert to an earlier stage of team
development, which could hurt performance.
The alternative solution is to maintain the two teams, but introduce actions that minimize con1lict within the
existing structure. For the remainder of this year (until students return to school), this option may be better. What
actions can minimize con1lict and its dysfunctional consequences? First, the foreman needs to reinforce a set of
behavioral norms that includes respectful behavior. It is likely that clarifying the need to avoid verbal abuse will
help. Also, the foreman needs to be 1irm about the wrongdoing of sabotage. Although punishment should generally
be avoided, there are times when extreme behavior such as sabotage requires action. Another strategy is to
introduce a performance‐based reward that includes a 1inancial reward for the individual’s own team as well as the
other team. This might encourage cooperation or, at least, reduce attempts to undermine the other team’s
performance.
Additional Question on Team Dynamics

1. Diagnose the problems in this case using concepts and theories on team dynamics.
The main team dynamics concepts that apply to this case are team norms and cohesion. Both teams develop norms
of misbehavior toward the other team, even condoning or encouraging sabotage. The motivation for employees to
engage in this dysfunctional behavior was ampli1ied by team cohesion. both teams became highly cohesive, for
several reasons:
a. Member similarity ‐‐ members of each team were similar to each other; college students or regular staff
b. Team size ‐‐ Not much information, but sounds like the teams are reasonably small
c. Member interaction ‐‐ members of each team seem to have a high degree of interaction with each other and
less with people on other teams
d. Somewhat dif1icult entry ‐‐ no evidence that this affected team cohesion
e. Team success ‐‐ this likely in1luenced cohesion, particularly on the college team due to its higher performance
and rapid development
f. External competition and challenge ‐‐ the other team became an external challenge
Together, the dysfunctional team norms and high team cohesion produced dysfunctional behavior in this case.
CASE STUDY 11-2: THE NEW HEAT AT

FORD
Case Synopsis
Soon after Alan Mulally became Ford Motor Co.’s new chief executive, he and two senior engineers endured a grueling
critique by Consumer Reports magazine's automobile testing staff of the company’s current line‐up of vehicles. After a
couple of hours on the 1iring line, Ford's engineers started interrupting the testers in attempts to defend their products.
Sensing the building con1lict, Mulally handed the two engineers pads and pens. “You know what? Let's just listen and
take notes,” he said. This episode, and many others, illustrated that Ford has become a troubled organization where
people are more focused on 1ighting each other rather than learning from disagreement. This BusinessWeek case study
describes several con1lict‐related events that Mulally has experienced or created since his arrival at Ford. It also
provides Ford’s history of generating or avoiding con1lict episodes.
Suggested Answers to Case Questions

1. Identify the main conditions at Ford described in this case study that seem to have generated dysfunctional
con1lict.
One condition that explains Ford’s dysfunctional con1lict is its hierarchical 1iefdom culture which has traditionally
encouraged internal competition. The hierarchical focus created a gladiator approach to promotion and corporate
success. The 1iefdoms that have been created around vehicle brands over several decades have generated a form of
differentiation among executives, thereby reducing cooperation and resource sharing. A second condition that
explains Ford’s dysfunctional con1lict is scarcity. The company and industry have been stagnating, so managers
have undermined each other and hoarded resources into 1iefdoms.
2. What has Mulally done to reduce or remove these sources of con1lict? In what ways has he encouraged or
created more con1lict?
The opening section of the case study illustrates that Mulally is encouraging and role modeling practices that
discourage con1lict and encourage cooperation. He advised engineers in the Consumer reports meeting to listen
rather than become defensive. In executive meetings, Mulally discourages defensiveness, including pretending to
have the answers when the person doesn’t have the answer.
3. The opening paragraphs of this case study describe a con1lict incident involving Consumer Reports staff
and two senior Ford engineers. Discuss this incident in terms of the con1lict model. Was Mulally’s
intervention in this incident a good idea? Why or why not?
This is a discussion question for students. The most common answer is that Mulally’s response was correct because
it suppressed dysfunctional con1lict and forced the engineers to learn rather than defend themselves. However, it is
equally possible that the meeting would have revealed more information and logical arguments if the engineers
could have entered the con1lict, as long as it remained constructive (focused on the issues, not the people). For
example, the Consumer Reports researchers might not have thought through their rationale for complaining as
much because they were not questioned on their thoughts. (Example: Their complaint about one feature might
have been desirable to many consumers, but they had not considered the perspective of those consumers.) Thus,
students could have a likely debate regarding the merits of Mulally’s insistence that his engineers listen rather than
debate the Consumer Reports researchers.
TEAM EXERCISE 11-3: THE CONTINGENCIES

OF CONFLICT HANDLING
These exercise notes are derived from the original article by Gerard A. Callanan and David F. Perri, West Chester
University Of Pennsylvania. To get the full bene1it of this exercise, instructors should read the original article: G. A.
Callanan and D. F. Perri, “Teaching Con1lict Management Using a Scenario‐Based Approach,” Journal of Education for
Business, 81 (Jan/Feb 2006), pp. 131‐139.
Purpose
This exercise is designed to help you understand the contingencies of applying con1lict handling styles in organizational
settings.
Instructions
Step 1: Participants will read each of the 1ive scenarios presented below and select the most appropriate response from
among the 1ive alternatives. Each scenario has a situationally correct response.
Step 2 (Optional): The instructor may ask each student to complete the Dutch Test for con1lict handling self‐assessment
in this chapter (Self‐Assessment 13.5) or a similar instrument. This instrument will provide an estimate of your
preferred con1lict handling style.
Step 3: As a class, participants give their feedback on the responses to each of the scenarios, with the instructor guiding
discussion on the contextual factors embodied in each scenario. For each scenario, the class should identify the
response selected by the majority. In addition, participants will discuss how they decided on the choices they made and
the contextual factors they took into account in making their selections.
Step 4: Students will compare their responses to the 1ive scenarios with their results from the con1lict handling self‐
assessment. Discussion will focus on the extent to which each person’s preferred con1lict handling style in1luenced their
alternatives in this activity, and the implications of this style preference for managing con1lict in organizations.
Suggested Solutions to Scenarios

The authors present a model in which the three main contingencies are:
1. Criticality – how important the issue is to you and the other party;
2. Status/power incongruity – the relative power of the two parties in the dispute
3. Perceived aggressiveness of the other party – the extent to which the other party appears to be assertive or
cooperative
Scenario 1
In this situation, the criticality of the central con1lict issue is moderate for both parties. Organizational power of the two
parties is moderate and perceived as equal. Further, there is no evidence of perceived aggressive intent on the part of
the other party. The combination of these contextual factors, as well as a time constraint for resolution of the
disagreement, makes compromise the appropriate choice of con1lict‐handling strategy.
Preferred alternative: #4 ‐‐ You decide to meet Kathy Gordon halfway in order to reach an agreement. You advise Jane to
pursue her MBA in accounting or 1inance, but also recommend she minor in organizational behavior by taking electives
in that 1ield.
Scenario 2
The central issue in this scenario is vital to both of the two parties in the con1lict, as well as the organization as a whole.
It can be inferred, based on position title, that both parties possess relatively high degrees of organizational power. The
other party displays a moderate degree of aggressive intent in the con1lict. The combined effect of these contextual
factors makes collaboration the most appropriate choice of con1lict‐ handling strategy.
Preferred alternative: #5 ‐‐ You try and reach a consensus that addresses each of your concerns. You agree to work
harder at hiring more minority applicants and request that the EEO of1icer agree to help 1ind the most quali1ied
minority candidates available.
Scenario 3
This scenario describes an issue with high criticality to the individual. Organizational power of the individual is
moderate to high, whereas the power of the opposing party is low to moderate. In addition, there is a clear indication of
aggressive intent on the part of the opposing party. All of these situational characteristics make competitiveness the
most suitable choice of con1lict‐ handling strategy.
Preferred alternative: #2 ‐‐ Tell Bill Jones that unless you have the data from his department on your desk by tomorrow
morning, you will be forced to go over his head to compel him to give you the numbers.
Scenario 4
In this incident, the central issue is highly critical to the other party, but is of little consequence to the individual. There
is no evidence of aggressive intent on the part of the other party, and the other party has a relatively higher degree of
organizational power. The combination of these situational factors makes accommodation the most appropriate choice
of con1lict‐handling strategy.
Preferred alternative: #1 ‐‐ Agree to accept the raw material in the different format.
Scenario 5
The central issue in this scenario is not critical to either party. Aggressive intent is not present, and the organizational
power of each of the par‐ ties is relatively low. Based on this combination of contextual factors, avoidance is the most
suitable choice of con1lict‐handling strategy.
Preferred alternative: #2 ‐‐ Tell Beth Hanson you will deal with the matter in a few days, after you have addressed the
more pressing issues.
Comments to Instructors
In addition to completing the 1ive scenarios, this exercise suggests that students complete the Dutch Test for Con1lict
Handling (also in this chapter). This instrument estimates the student’s preferred con1lict handling style. In the context
of this exercise, students can see how their choice of alternatives matches their preferred con1lict handling style. As part
of this process, the class may want to identify the con1lict handling style for each alternative of the 1ive scenarios. This
labeling would occur AFTER students have indicated their preferred solutions to the scenarios.
TEAM EXERCISE 11-4: UGLI ORANGE ROLE

PLAY
Purpose
This exercise is designed to help students understand the dynamics of interpersonal and intergroup con1lict as well as
the effectiveness of negotiation strategies under speci1ic conditions.
Instructions
Preparation. The instructor should make suf1icient copies of the role descriptions presented on the following pages.
Approximately 40% of the students are Dr. Roland, 40% are Dr. Jones, and 20% are observers. Students must not see
the other roles until the end of the role play. The location should have enough space for several concurrent negotiations
where the participants will not hear the others. The location should also allow each team to privately discuss pre‐
negotiation strategy.
In‐Class Instructions. The class is divided into an even number of teams. Each team has three members plus a fourth
person who serves as an observer (e.g., six observers if there are six teams). One‐half of the teams will take the role of
Dr. Roland and the other half will be Dr. Jones. This exercise may also be conducted using individuals rather than teams,
but the process loses the interesting discussion of the pre‐negotiations.
After students have been assigned to a Dr. Roland team, a Dr. Jones team, or as an observer for one of these teams, the
instructor will read the following:
“I am Cardoza, the owner of the remaining Ugli Oranges. My fruit-exporting firm is

based in South America. My country does not have diplomatic relations with your
country, although we have strong trade relations. I understand that the Dr. Jones
and Dr. Roland teams will negotiate with each other before making an offer to me.
Members of each team are given ten minutes to learn their role and decide negotiating strategy. After reading their
roles and discussing strategy, each Dr. Jones team is matched with a Dr. Roland team to conduct negotiations.
Negotiations should take place in a quiet area away from other negotiations. The instructor should set a time limit (e.g.
15 minutes for negotiations.)
At the end of the negotiations, the observers will describe the process and outcomes in their negotiating session. The
instructor will then invite other participants to describe their experiences and the implications for con1lict
management.
Discussion Issues
The Ugli Orange exercise provides a unique situation of nearly perfect win‐win bargaining because the Dr. Roland team
only wants the rind whereas the Dr. Jones team only wants the juice. In effect, both teams can get all they need without
signi1icantly interfering with the other party’s needs.
The speed of the negotiations depends on the extent that the parties are willing to share information. In practice,
students usually assume a win‐lose orientation and their negotiation strategies re1lect this approach. They try
persuasion (which side’s cause is more humanitarian) and power (who can pay more). The integrative relationship
tends to become apparent accidentally as one side says “We need the Ugli orange rinds because...”. The other side often
replies, “Oh, we only need the juice!”, and the negotiations turn to the easier task of determining a distribution schedule.
However, I have witnessed several negotiations where the other party will not reveal the complementary nature of the
relationship and, instead, will use this information as a power base. For example, if the Dr. Jones team mentions it
requires the juice, the Dr. Roland team might not acknowledge that it needs the rind. Instead, it will reluctantly ‘give’ the
juice to the other side in return for a portion of Dr. Jones’s royalties or a cash payment. As part of the agreement for
being so generous, the Dr. Roland team asks for every other part of the orange so that they "may still get some value
from the orange". This tactic is very effective for one‐time negotiations, but students should be aware of the risks if the
parties must negotiate in the future.
One way to start the post‐negotiation discussion is to have observers of the successful negotiations explain what
happened. Members of the failed negotiations (where the parties maintained a win‐lose orientation) are caught
completely off‐guard by the true situation. The discussion should then turn to preferred negotiation strategies, the
value and risks of information sharing, and the use of power in negotiations.
PARTICIPANT HANDOUT
Role of Dr. Roland
You are Dr. P.W. Roland. You work as a research biologist for a pharmaceutical 1irm. The 1irm is
under contract with the United States government to do research on methods to combat enemy
uses of biological warfare.
Recently several World War II experimental nerve gas bombs were moved from the U.S. to a small
island just off the U.S. coast in the Paci1ic. In the process of transporting them, two of the bombs
developed a leak. The leak is presently controlled by government scientists who believe that the gas
will permeate the bomb chambers within two weeks. They know of no method of preventing gas
from getting into the atmosphere and spreading to other islands, and very likely to the West Coast
as well. If this occurs, it is likely that several thousand people will incur serious brain damage or die.
You've developed a synthetic vapor that will neutralize the nerve gas if it is injected into the bomb
chamber before the gas leaks out. The vapor is made with a chemical taken from the rind of the Ugli
orange, a very rare fruit. Unfortunately, only 4,000 of these oranges were produced this season.
You've been informed on good evidence that R.H. Cardoza, a fruit exporter in South America,
possesses 3,000 Ugli oranges. The chemicals from the rinds of this number of oranges would be
suf1icient to neutralize the gas if the serum is developed and injected ef1iciently. You have also been
informed that the rinds of these oranges are in good condition.
You have been informed that Dr. J.W. Jones is also urgently seeking purchase of Ugli oranges, and is
aware of Cardoza's possession of the 3,000 available. Dr. Jones works for a 1irm with which your
1irm is highly competitive. There is a great deal of industrial espionage in the pharmaceutical
industry. Over the years, your 1irm and Dr. Jones' have sued each other for violations of industrial
espionage laws and infringement of patent rights several times. Litigation on two suits is still in
process.
The United States government has asked your 1irm for assistance. You've been authorized by your
1irm to approach R.H. Cardoza to purchase the 3,000 Ugli oranges. You have been told Cardoza will
sell them to the highest bidder. Your 1irm has authorized you to bid as high as $250,000 to obtain
the rind of the oranges.
Before approaching Cardoza, you have decided to talk to Dr. Jones to in1luence Jones so that Jones
will not prevent you from purchasing the oranges.
PARTICIPANT HANDOUT
Role of Dr. Jones
You are Dr. J.W. Jones, a biological research scientist employed by a pharmaceutical 1irm. You have
recently developed a synthetic chemical useful for curing and preventing Rudosen. Rudosen is a
disease contracted by pregnant women. If not caught in the 1irst four weeks of pregnancy, the
disease causes serious brain, eye, and ear damage to the unborn child. Recently there has been an
outbreak of Rudosen in your country, and several thousand women have contracted the disease. You
have found, with volunteer patients, that you recently developed synthetic serum cures Rudosen in
its early stages. Unfortunately, the serum is made from the juice of the Ugli orange which is a very
rare fruit. Only a small quantity (approximately 4,000) of these oranges was produced last season.
No additional Ugli oranges will be available until next season, which will be too late to cure the
present Rudosen victims.
You've demonstrated that your synthetic serum is in no way harmful to pregnant women.
Consequently, there are no side effects. Your government has approved of the production and
distribution of the serum as a cure for Rudosen. Unfortunately, the present outbreak was
unexpected and your 1irm had not planned on having the compound serum available for six months.
Your 1irm holds the patent on the synthetic serum and is expected to be a highly pro1itable product
when it is generally available to the public.
You have recently been informed on good evidence that R.H. Cardoza, a South American fruit
exporter, possesses 3,000 Ugli oranges in good condition. If you could obtain the juice of all 3,000
you would be able to both cure present victims and provide suf1icient inoculation for the remaining
pregnant women in your country. No other areas in the region currently have a Rudosen threat.
You have recently been informed that Dr. P.W. Roland is also urgently seeking Ugli oranges and is
also aware of Cardoza's possession of the 3,000 available. Dr. Roland is employed by a competing
pharmaceutical 1irm. Roland has been working on biological warfare research for the past several
years. There is a great deal of industrial espionage in the pharmaceutical industry. Over the past
several years, Dr. Roland's 1irm and yours have sued each other for infringement of patent rights
and espionage law violations several times.
You have been authorized by your 1irm to approach Cardoza to purchase the 3,000 Ugli oranges. You
have been told Cardoza will sell them to the highest bidder. Your 1irm has authorized you to bid as
high as $50,000 to obtain the juice of the 3,000 available oranges.
PARTICIPANT HANDOUT
Role of Observer
Please observe the negotiations of the team to which you are assigned, including the pre‐
negotiations. You will be a silent observer throughout the negotiation process. After Dr. Roland and
Dr. Jones complete their negotiations, you and the other observer for this negotiation should be
prepared to answer the following questions for general class discussion.
In observing, look for the following:
1. What con1lict orientation (win‐win, win‐lose) did the team adopt before meeting with the
other party?
2. To what extent did the team share information with the other party?
3. Did the parties trust each other?
4. When one party disclosed information, to what extent did the other party reciprocate by
disclosing information?
5. Did either party use the information as a power base to secure a better outcome for itself ? If so,
how?
6. How was negotiation progress affected by each team’s initial con1lict orientation?
SELF-ASSESSMENT 11-5: THE DUTCH TEST FOR

CONFLICT HANDLING
Purpose
This self‐assessment is designed to help students to identify your preferred con1lict management style.
Overview and Instructions

People have preferred ways to handle con1licts that they experience. Researchers have identi1ied 1ive con1lict handling
styles, and this self‐assessment estimates the extent to which you prefer to use each of these con1lict handling styles.
Students are asked to read each statement in this self‐assessment and indicate how well the statement re1lects the way
they tend to act in a con1lict with someone else.
Feedback for the Dutch Test for Conflict Handling

This self‐assessment estimates the extent to which the person prefers to use each of the 1ive con1lict handling styles
identi1ied in the con1lict management literature: yielding, compromising, forcing, problem solving, and avoiding. Scores
on each of the 1ive subscale range from 4 to 20. A higher score indicates that the person has a higher preference for that
style of con1lict handling.
Yielding
Yielding involves giving in completely to the other side's wishes, or at least cooperating with little or no attention to
your own interests. This style involves making unilateral concessions, unconditional promises, and offering help with
no expectation of reciprocal help.
Score Interpretation
14 to 20 Strong yielding preference

9 to 13 Moderate yielding preference
4 to 8 Low yielding preference
Compromising
Compromising involves looking for a position in which your losses are offset by equally valued gains. It involves
matching the other party’s concessions, making conditional promises or threats, and actively searching for a middle
ground between the interests of the two parties.
17 to 20 Strong compromising preference

11 to 16 Moderate compromising preference
4 to 10 Low compromising preference
Forcing
Forcing tries to win the con1lict at the other's expense. It includes “ hard” in1luence tactics, particularly assertiveness, to
get one’s own way.
15 to 20 Strong forcing preference

9 to 14 Moderate forcing preference
4 to 8 Low forcing preference
Problem Solving
Problem solving tries to 1ind a mutually bene1icial solution for both parties. Information sharing is an important feature
of this style because both parties need to identify common ground and potential solutions that satisfy both (or all) of
them.
17 to 20 Strong problem-solving preference

11 to 16 Moderate problem-solving preference
4 to 10 Low problem-solving preference
Avoiding
Avoiding tries to smooth over or avoid con1lict situations altogether. It represents a low concern for both self and the
other party. In other words, avoiders try to suppress thinking about the con1lict.
13 to 20 Strong avoiding preference

8 to 12 Moderate avoiding preference
4 to 7 Low avoiding preference
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“Will Taft, what do you think we waked you up for? You can’t go
back to sleep. We want you to stay awake and comfort us!”
“All right, Maria,” said he, with the utmost good nature;
whereupon he sat up, changed his position to one more comfortable,
and proceeded to lapse again into peaceful slumber.
The next morning Maria and I drove down through the town to see
the effects of the typhoon. Three trees were uprooted in our own
garden, and across the street a house was flattened out. Groups of
Filipinos stood here and there talking and gesticulating in their usual
manner, but nobody seemed unduly excited. We saw many houses
unroofed, and once in a while we met a native with a piece of nipa or
tin roofing balanced on his head, quietly carrying it back where it
belonged.
We drove down through the Escolta and into the crowded Tondo
district beyond, and there we suddenly found ourselves hub-deep in
a flood. The below-the-sea-level quarters were under several feet of
water, and we got a sudden revelation as to why all the nipa houses
are built on such high and unsightly stilts. Crowds of Filipinos were
paddling through the flood, most of them carrying some part of a
house, or other belonging, and nearly all of them playing and
splashing like pleased children. Bancas—long canoes from the river
—were plying from house to house as if it were an everyday affair and
conditions were quite normal.
I had heard a great deal about the severity of typhoons, but as I
had passed a whole season in the East and had crossed the China Sea
during the typhoon season without encountering one, I began rather
to scoff at the general fear of them. But I never did after that; when
anybody said typhoon I knew exactly what it meant. The water
subsided rapidly and in a day or two Manila showed few signs of the
fury which had passed, but for several days the Commission
continued to receive reports pf the damage done and the lives lost
throughout the surrounding country. It was the worst and the last
storm of that year.
When we arrived in Manila we found the social atmosphere
somewhat peculiar. Members of our own party, who had crossed the
Pacific on the Hancock, welcomed us at once with dinners and teas
and other kinds of parties; also a number of Army ladies called
without delay, and our circle broadened rapidly. But General
MacArthur, who was the Military Governor and lived at Malacañan
Palace, did not entertain anybody except a select military circle. He
sent an aide with cards, of course, and he accepted our invitations to
dinner, but that was all. Not that we minded, except that it made it
rather awkward and added something to the “feeling” that all was not
well between the Army and the new civil government.
The Commission had been for three months busily engaged in
investigating conditions, as directed by the President, before they
assumed any authority, and then they acted with no haste. We were
impatiently awaiting news from America with regard to the
Presidential election. It was thought to be futile to take any definite
steps toward the establishment of local governments and the
inauguration of far-reaching reforms until the status of American
control should be settled. Mr. Bryan had promised political
independence, and if Mr. Bryan were elected all the Commission’s
plans would go for naught.
The provincial and municipal codes were completed; certain
important questions between the Church and the people were being
considered, and many open sessions were held for discussion, with
the purpose of advising the people that they would be listened to by a
civil government. In the meantime the insurrectos were keeping
things lively in a guerilla warfare with small squads of greatly
harassed and very much disgusted American soldiers. There were
occasional rumours about uprisings in Manila—when the guard at
our gate would be doubled—but Mr. Taft assured us that Manila was
as safe as New York or Chicago and we really had few fears.
General MacArthur continued to resent the coming of the
Commission and to consider himself personally humiliated by their
being appointed to divide his power. He was still in command of
about seventy thousand men and had the general executive control of
a large civil force, but this, apparently, was not enough. The tone he
adopted in his correspondence with the Commission kept them in a
constant state of controlled anger. They were very careful in return to
observe every courtesy and to manifest an earnest desire for
harmony and co-operation. They were tremendously interested in
their problems and wanted much to succeed, but their efforts at
conciliation did little good. The General objected to almost every
suggestion put forward by them and did not hesitate to tell them in
plain words that he did not welcome advice from them concerning
military or any other matters. It was really a very difficult situation.
The Commission thought General MacArthur took an entirely
erroneous view of the attitude of the Philippine people in general,
and that in everything he did he moved with an exasperating
slowness. They wanted a large native constabulary which they knew
could successfully be organised and relied upon to render great
assistance in the pacification of the Islands. He did not agree with
them and held the matter up for many months. He was not in
sympathy with any move they made, and his greatest cross was that
he had no power to veto their legislation. He saw military dangers in
all manner of things without being able to state just what they were,
and he was always calling for more troops, while the Commission
was entertaining hopes that it would not be a great length of time
before a large part of the troops already there could be recalled. I find
my husband writing at this time:
“General MacArthur, knowing that we differ from him as to the
condition of things in the Islands, makes it a point to send me an
account of each disaster as if it vindicated his view. This is not the
spirit of a man who is likely to succeed in giving energy to a
campaign which will bring about successful results, but the matters
will solve themselves in spite of his slowness of movement and lack
of enthusiasm....
“The minute the policy with respect to these Islands is settled by
Bryan’s defeat and the election of McKinley, the leniency which has
been almost too great towards ladrones and these murdering
generals will have to be changed. They must be given an opportunity
to come in and if they do not come in in a short time, they ought to
be deported from the country and sent to Guam. This will have an
effect so healthy that a short time will see accomplished what we
desire. There will be a great awakening for some of these men who
have come to rely on the supineness of the Americans, and who do
not understand that we can be severe when we choose....
“It was General Otis who inaugurated the plan of laughing at the
insurrection, of capturing men and letting them go, and the result is
that they have laughed at us, but with a little tightening of the reins
their laugh will cease....
“They dread deportation more than anything else and I have
written to Secretary Root and asked him to have a prison constructed
at Guam to which we may send those whom we think worthy of a less
punishment than hanging. The insurrection must be suppressed for
the benefit of the United States and, still more, for the benefit of the
Filipino people. The lenient methods, having been tried for two
years, must be changed to those more severe....
“The insurrection, such as it is now, is nothing more than a
conspiracy against the sovereignty of the United States sustained by
murder and assassination of Filipinos by Filipinos....
“MacArthur is drawing the reins a little tighter, though not as tight
as we think he ought to draw them, and he has now imprisoned
about fifteen hundred insurgents. There have been a great many
arrests made in Manila, which has been the head centre of the
insurrection in the way of raising money. I should think there have
been fifty or sixty insurgent officers arrested in the city....
“I sent a telegram to the Secretary of War on Sunday night which
was signed by Buencamino and other prominent Filipinos, about a
dozen of them, in which they spoke out with emphasis about the
continuation of the insurrection. They propose to organise what they
call a counter-revolution; that is, they mean they will organise a
military movement among the Filipinos against Filipinos. They are
getting very tired and weary of this murder and assassination policy
without which the insurrection could not last a week....
“You could hardly believe the closeness with which the
Presidential matters are being watched by the Filipinos, and how
they follow the speeches made against the Republican cause. General
Smith, away down on the island of Negros, told me he had found
speeches by Hoar and Bryan, and other anti-expansionists and anti-
imperialists, in the most remote mountains of his district....
“Every one is waiting and it is not impossible that should Bryan be
elected there might be some riotous demonstration among the
natives. The Chief Justice of the Supreme Court, Señor Arellano, has
made arrangements, should Bryan be elected, to leave the islands
three days after the announcement. He is the ablest Filipino in the
islands, by far the best lawyer and a man of the highest probity. He
says that much as he is interested in the success and prosperity of his
fellow citizens, he knows that they are utterly incapable of self-
government and should the guiding hand of the United States be
withdrawn, chaos, conscription and corruption would follow
inevitably....”
I have taken these excerpts at random from my husband’s letters
to his brother during the months of September and October, 1900,
and they serve to show the situation which existed and will illustrate
the fact that we were living in interesting times. But they deal only
with the insurrection, while the main body of his correspondence
shows that the Commissioners were engaged upon legislative
matters of the gravest import which would be rendered entirely
superfluous should Mr. Bryan be elected and his announced policies
be carried into effect. In that event they proposed immediately to
turn matters back to the military government and withdraw, leaving
Mr. Bryan to face the problems which they knew he would soon
discover had to be dealt with from the standpoint of constructive
statesmanship.
In the meantime the peace movement was rapidly gaining
adherents among the people in spite of the still active insurrectos, or
rather, because of them and their methods; while everybody seemed
to welcome the change from a strictly military to a partially civil
government.
The popularity of the Commission, as offering a change from the
strictness of military rule, was becoming every day more marked.
Juan de Juan, a Spaniard, and editor of the lively organ El Progreso,
which was always in opposition to anything American, said that on
the first of September when the Commission began to exercise its
authority, he intended to devote the whole front page of his paper to
just three words: “Gracias a Dios,”—Thanks to God! Juan de Juan
was a good deal of a Bohemian and really cared little what happened
so long as he got a sensation out of it. September first came and
went, and I don’t remember whether he made good this extravagant
threat or not. I presume he didn’t for, though I had been in Manila
less than a week, I surely would have remembered.
After the Commission had been in power for just a month, and
while the excited interest in events in the United States was at its
height, Juan de Juan broke out in a characteristic Spanish editorial, a
translation of which has been preserved. We had entertained Juan de
Juan at dinner, and he evidently was impressed. We made it a rule
from the beginning that neither politics nor race should influence
our hospitality in any way, and we came thus to have a very wide and
diverse acquaintance. The editorial in El Progreso gives such a
curious picture of attitude and conditions in general, as well as of my
husband, my family and my home, that I think I must quote it,—at
least in part. It is headed simply:
SEÑOR TAFT
The most uncompromising jingoes; the rabid partisans of militarism, as well as
the men of democratic sentiments who consider the occupation of the Philippines
as an odious Cæsarism, respect and venerate the President of the Civil
Commission, whose surname serves as the caption of these lines. Uprightness and
bonhommie always demand recognition.
Before the Hancock, bearing this statesman, had anchored in Manila Bay, the
echo of his reputation and the radiations of the brilliant aureole which his success
in the judiciary of his country had imposed upon him—and we underline the word
imposed because the characteristic trait of Mr. Taft is his modesty—had reached
the Philippines. The Filipinos awaited him with the same pleasing curiosity with
which a child opens a toy with a concealed surprise, and the foreigners as the
incarnation of those American patriarchal, democratic ideas with which Castelar
portrayed to his followers the country of Lincoln.
Behind that spacious brow of the thinker, between his liberal tendencies and the
incomparable exactions of the enormous burdens which his country undertook in
Paris, fierce struggles are waging. The President of the American Civil Commission
has broad shoulders, but the weight of a people whom patriotism endows with the
strength of a colossus is very great.
We must concede to all the leading authorities whom America has sent to the
Philippines the trait of being industrious. We know that General Otis worked more
than twelve hours a day; MacArthur, that Daban of the American Army through
the rapidity of his advancement, follows the same course as his predecessor, and
Mr. Taft leaves his house every morning at eight and, as unostentatiously as a
clerk, proceeds to become a part of his chair in the Ayuntamiento. There his first
occupation is glancing over the American press, and what is of interest in the
Spanish papers.
Then the show begins. Paterno, Macabulos, Montenegro, some envoy from Cebu,
for example, who come to sound him, as the slang saying goes, arrive. Mr. Taft has
the same respectful smile for all, the same courtesy, and addresses them all in the
same terms, which his athletic Secretary, Mr. Fergusson, repeats in Spanish with
the gravity of a Sphinx and the fidelity of a phonograph. When the matter warrants
it, Mr. Pepperman, the chief stenographer of the Commission, enters the office and
proceeds to take notes of the interview.
In this way the Americans are forming a luminous record which, united to what
were our archives, which they preserve through the terms of the Treaty of Paris,
will guide them well in the administration of the Philippines.
Later Mr. Taft becomes engulfed in the examination of the bills which the other
members of the Commission present for him to study; he discusses their text with
his colleagues, listens to all their observations, and judging them by a standard
most favorable to the interests of the Philippines, the most liberal within the
instructions from Washington—it is proper to say that Mr. Taft is the most
democratic element of the Commission—he expresses his opinion, generous, calm
and noble, which assuredly, in view of his personal prestige, must carry great
weight in the framing of the bills, whose execution is entrusted to the Military
governor.
To dissipate the gloomy smoke of the conflagration, to still the groans of those
who fall in this immense expoliarium into which fatality has converted the
Philippine fields, is the mission which the men composing the American
Commission desire to bring to a successful issue. To make peace. For this they
came, and if fortune does not reserve for them the happy chance of accomplishing
so beautiful an ideal, they will retire, and the factor they represent in the problem
to be solved, with its distinguishing traits of civil moderation, will be substituted as
a system that has failed, by another, wherein the martial power will prevail over
political wisdom.
As General MacArthur undoubtedly spends many hours over maps of the
Philippines, Mr. Taft also often rests his gaze on a map covering one of the walls of
his office, tracing, in mente, a railroad which, crossing the island, shall drown with
the cheery whistle of the locomotive the moans of the victims of war. Thus would
Mr. Taft like to pacify the Philippines.
It is now one o’clock P.M. and Mr. Taft is at home, where this personage stands
out more boldly before us, since the trials through which the country is passing do
not permit us yet to judge him politically.
The President of the Commission, in his private life, has many points of
similarity with Count de Caspe, that stainless gentleman the Filipinos still recall
with veneration. Excepting the brilliancy of those splendid entertainments with
which he endeavoured to blot out all racial differences by mingling in fraternal
embrace Filipinos and Spaniards at the Malacañan villa, there ordinarily reigned in
the governor’s mansion the placid silence of the home of a well-to-do retired
merchant. The Countess, who on Thursdays did the honours of her salon with
exquisite tact, was during the other days of the week a housekeeper who did not
disdain to go to a grocery store to make purchases, or to look over the laundry list.
The same thing happens in the elegant chalet at Malate where Mr. Taft lives.
This is a quiet and peaceful home, a temple erected to the affections, under whose
roof Mr. Taft rests some hours after the efforts which his political work demands.
His table reflects his modest character. Four courses, two kinds of fruit, a dessert
and sauterne compose the menu of the luncheon where Mr. Taft is always
accompanied by some guest, either Filipino, American or Spanish. During the meal
politics are banished; if the guest is a Filipino who speaks French Mrs. Taft
interrogates him on the customs of the archipelago; if he is Spanish, as to the
toilettes worn in Manila by the ladies at the most brilliant receptions held here; as
to the favourite musical composer of the Hispano-Filipino society; and this
conversation increases in attraction when Miss Herron, sister-in-law of Mr. Taft
and the incarnation of the modern woman’s education, takes part therein. Miss
Herron speaks French correctly, has travelled much, and journeyed through Spain
like an intelligent tourist. The architectural lace-work of the Alhambra charmed
her, and she went into ecstasies over the orange blossoms growing along the banks
of the Guadalquivir. With what Miss Herron was not in harmony, and she berates
them like an unsubsidised journalist, were the Spanish railroads. Miss Herron is
right.
The children, Robert, about eleven years old; Helen, a girl of nine, and Charles, a
baby of three, who is the king of the household:—the McKinley, as it were, of this
patriarchal republic—do not come to the table; they eat with the governess.
After the meal, in the fine gallery overlooking the sea, sipping the coffee, Mr.
Taft talks of the education of his children, of the difficulties met in the Philippines
in the solution of so interesting a problem; and his wife converses of the charitable
work she expects to undertake when she shall have assumed a more permanent
place in the Archipelago, which Magellan discovered for Spain, and which, through
a horrible fatality, is no longer ours. Politics are also eschewed on the gallery.
Needless to say this extraordinary editorial afforded us all
boundless amusement; we began to caution Mr. Taft frequently
about the careful preservation of his “aureole” and Maria and I
decided that we would have to walk warily indeed, if we were
destined to be so minutely reported.
CHAPTER VI
A STRANGE ENVIRONMENT
In the Far East one meets certain expressions the significance of

which may be described as adamantine. Each represents a racial
attitude against which it is useless to contend. In Japan it is the
equivalent of it cannot be helped; a verbal shrug of the shoulders
with which the Japanese tosses off all minor and many grave
annoyances. “Masqui,” down the China coast, has the same import,
but with the added meaning of “what difference does it make.” In the
Philippines the phrase which must be met and which cannot be
overcome by any system of reform is “el costumbre del pais”—the
custom of the country.
If it is el costumbre del pais it has to be done and there is nothing
more to be said about it. The manaña habit—putting everything off
until to-morrow—is, perhaps, to Americans, the most annoying of all
the costumbres del pais in the Philippines, but it yields to pressure
much more readily than do many others, among which is the custom
of accumulating parientes; that is, giving shelter on a master’s
premises to every kind and degree of relative who has no other place
to live. This is, I suppose, a survival of an old patriarchal
arrangement whereby everybody with the remotest or vaguest claim
upon a master of a household gathered upon that master’s doorstep,
so to speak, and camped there for life.
In my first encounter with this peculiarity of my environment I
thought there was a large party going on in my cochero’s quarters;
and an indiscriminate sort of party it seemed to be. There were old
men and old women, young men and young women, many small
children and a few babes in arms. We had only Chinese servants in
the house, but the stables were in charge of Filipinos and, as I soon
discovered, the “party” was made up entirely of our stablemen’s
parientes.
(LEFT TO RIGHT) GENERAL WRIGHT,

MR. TAFT AND JUDGE IDE AS
PHILIPPINE COMMISSIONERS
I had a pair of ponies and a Victoria; Mr. Taft had his two little
brown horses and a Victoria; besides which there was an extra horse
to be used in case of accident to one of the others, as well as a pony
and calesa for the children. This rather formidable array was
necessary because we found it impossible to take a horse out more
than twice a day, and usually not more than once, on account of the
sun. My ponies were taken out only in the early morning or the late
evening, and those of Mr. Taft had all they could do to take him to
the office and bring him home twice a day. Distances were long and
there were no street cars which ran where anybody wanted to go.
This number of conveyances made a good many stablemen
necessary and all of them, with their families, lived in quarters
attached to the stables. These families consisted of fathers, mothers,
sisters, brothers, uncles, aunts, cousins near and far removed, wives,
children, grandchildren, and a few intimate and needy friends with
their family ramifications. Besides our three cocheros and the stable
boys, there was a gardener with his parientes, so it is no wonder that
on my first inspection of the lower premises I should have thought
that some sort of festivity was in progress. I might have lived in
Manila twenty years without being able to straighten out the
relationships in this servant colony; it was not possible to learn who
had and who had not a right to live on the place; and my protest was
met with the simple statement that it was el costumbre del pais, so I,
perforce, accepted the situation.
Filipino servants never live in the master’s residence; they never
want to; they want the freedom of a house of their own, and these
houses are, as a rule, built on the outer edges of the garden, or
compound. I believe Americans now are learning to meet the
pariente habit by having room for just as many people as they need,
and no more. But those who live in the old places, with their ample
quarters, still gather the clans and are permitted to enjoy a most
expansive and patriarchal sensation.
My horses, when I first saw them, were a source of the greatest
pride. A beautifully matched pair of coal-black, stylishly-paced and
glossy little stallions, hardly larger than Shetland ponies, they looked
as if they had been washed in some sort of shrinking soap and had
come out in perfect condition except that they were several sizes
smaller than they ought to have been. These Philippine ponies are
doubtless descendants of the Arabian horses brought over by the
Spaniards and have been reduced to their present size by the change
of climate and the difference in food and environment, but they still
have the fine lines and the general characteristics of their
progenitors.
Mr. Taft secured mine from Batangas, where all the best ponies
come from, through the kindness of Mr. Benito Legarda, the
staunchest of Americanistas. Batangas was a most unquiet province,
the last, in fact, to become pacified, and Mr. Legarda had to pay an
insurrecto for bringing the horses through the insurgent lines and
delivering them at Calamba, near Manila. Although he did not know
their exact origin when he bought them, Mr. Taft said that if the facts
became known he would be accused, in certain quarters, of giving
indirect aid to the revolutionists; but he wanted the ponies so he did
not return them.
When they were hitched to the shining little Victoria which had
been built for them, they were as pretty as a picture and, as I did not
propose to have such a turn-out ruined by a couple of Filipinos on
the box in untidy camisas hanging outside of as untidy white
trousers, I had made for my cochero and boy, or coachman and
footman, a livery of white and green in which they took such
inordinate pride that they seemed to grow in stature and dignity.
Maria and I felt a sense of the utmost satisfaction the first time we
stepped into this carriage for a drive down to the Luneta where we
were sure to see everybody we knew and hundreds of people besides;
but our vanity was destined to be brought to a sudden termination.
As we were driving along with much satisfaction, a bit of paper
floated down alongside the blinkers of the little ebony steed on the
right and he made one wild leap into the air. His companion gave
him an angry nip, and then the fight was on. Maria and I jumped out,
which was not difficult in a low-built Victoria, and no sooner had we
done so than we saw the complete wreck of all our grandeur. With all
the leaping and plunging and biting and kicking, in the vicinity of a
handy lamp-post, the smash-up was fairly complete. Neither of the
ponies was hurt, except by the lash of the whip, and I must say the
little wretches looked rather funny; like very pretty and very bad
children, sorry for what they had done. But their characters were
established and they proceeded after that to live up to them. We
never could have any confidence in them and my coachman was the
only person who could do anything with them. He was a most
unsatisfactory man in many ways and used often to call for us at
dinner parties in a state of gay inebriety, but we didn’t dare discharge
him because everybody else in the stables stood in awe of the blacks
while he seemed greatly to enjoy his constant and spectacular
struggles with them.
The Filipinos are a most temperate people; there is no such thing
as drunkenness among them; but coachmen seem to be an exception
in that they allow themselves a sufficient stimulation of the fiery vino
to make them drive with courage and dash, sometimes minus all care
and discretion. The drivers of public vehicles seem to love their little
horses in a way; they are inordinately proud of a fast paced or
stylish-looking pony; yet they are, as a rule, quite harsh to them.
They overload them and overdrive them, and under all conditions
they lash them continuously.
No Filipino cochero likes to have another cochero pass him, and
the result is constant, indiscriminate racing, on any kind of street,
under any circumstances,—and never mind the horse.
My children were driving with their governess to the Luneta one
evening, when two caromatas came tearing down behind them, each
driver hurling imprecations at the other and paying no attention to
what was ahead of him. The result was a violent collision. The two
caromatas went plunging on, the cocheros not stopping to see what
damage they might have done—which was very characteristic—and
the children narrowly escaped a serious accident. Charlie was hurled
out and fell under the children’s calesa and Robert and Helen both
declare they felt a sickening jolt as a wheel passed over him. The
baby, too, vowed that the calesa “went wight over me, wight dere,”
indicating a vital spot; but upon the closest examination we could
discover nothing more serious than a few bruises. However, it made
us very much afraid to trust the children out alone.
The gardener had two little boys, José and Capito, who were a few
years older than Charlie, but about his size, and he took a
tremendous fancy to them. They were clad, simply, in thin gauze—or
jusi—shirts which came down a little below their waists, and I think
Charlie envied them this informal attire. He used to order them
around in a strange mixture of Spanish, Tagalog and English which
made me wonder at my wholly American child; but it was an
effective combination since he seemed to have them completely
under his thumb and, as he revelled in his sense of power, he never
tired of playing with them.
Maria and I soon adopted the universal habit of driving down to
the Escolta in the early morning to do such shopping as was
necessary. We found a variety of interesting shops, but with very
little in them to meet the ordinary demands of an American woman.
There were delightful Indian bazaars and Chinese tiendas where all
manner of gaudy fabrics and strange oriental articles were on sale,
while the Spanish shops upon which everybody had to depend in
those days, and which had such grandly European names as Paris-
Manila and La Puerta del Sol, catered largely to the Filipino taste for
bright colours.
The Escolta at that time was full of saloons, established by the
inevitable followers of a large army, and the street being very narrow
and the old, rickety, wooden buildings being very wide open, the
“beery” odour which pervaded the atmosphere at all hours was really
dreadful. Mr. Taft decided that as long as this was the only street in
town where women could go shopping, the saloons would have to be
removed. There was opposition on the Commission to the bill which
provided for their banishment, and it was fought from the outside
with great vigour and bitterness, but a majority were in favour of it,
so it passed, and the saloons had to move. There has not been a
saloon on the Escolta from that day to this and, indeed, they have
ever since been under such satisfactory regulation that there is little
evidence left of their existence in the city.
I am afraid it is going to be very difficult to convey an adequate
picture of Manila society during the first years of American
occupation. There had been, in the old days, a really fine Spanish and
rich mestizo society, but all, or nearly all, of the Spaniards had left
the Islands, and the mestizos had not yet decided just which way to
“lean,” or just how to meet the American control of the situation. I
may say here that most of the educated, high-class Filipinos are
mestizo; that is, of mixed blood. They may be Spanish mestizo or
Chinese mestizo, but they have in them a strong strain of foreign
blood. Besides the Spanish- and Chinese-Filipinos, there are a
number of British mestizos who are very interesting people. Mr.
Legarda, Chief Justice Arellano, Dr. Pardo de Tavera and Mr.
Quezon, the Filipino delegate to the United States Congress, are
Spanish mestizos, while Mr. Arañeta, the Secretary of Finance and
Justice, as well as the Speaker of the Philippine Assembly and many
able lawyers and successful business men are of Chinese descent.
The mestizos control practically all the wealth of the Philippines, and
their education, intelligence and social standing are unquestioned. It
is the only country in the world that I know about—certainly the only
country in the Orient—where the man or woman of mixed blood
seems to be regarded as superior to the pure blooded native.
Dating back also to the Spanish days was quite a numerous foreign
society consisting of a few consuls, some professional men, the
managers of banks and large British and European mercantile firms,
and their families. The leaders of the British colony were Mr. and
Mrs. Jones—Mr. Jones being the manager of the Manila branch of
the Hongkong and Shanghai Banking Corporation. Mrs. Jones, a
very beautiful and charming woman, gave some very elaborate
parties during that first winter. Bank House, the residence
maintained by the bank for its manager in Manila, is a beautiful
place in Uli-Uli, a district on the picturesque banks of the upper
Pásig, and it is finely adapted for balls and large receptions. Then
there were several German families who also entertained quite
lavishly, and I remember, especially, one Austrian exile; indeed, I
shall never be able to forget him because my husband took such joy
in pronouncing his name. He was Baron von Bosch.
This was the “set” which entertained the Commission most
cordially during our first season in Manila, while the Army officers,
following the lead of their Commanding General, held themselves
somewhat aloof. I kept up a constant round of parties of different
kinds in my house, and gave a dinner at least once a week at which
were gathered companies of a most interestingly cosmopolitan
character. And we did not fail to observe all the desirable forms. Both
Filipinos and Europeans expect a certain amount of ceremony from
the representatives of government and are not at all impressed by
“democratic simplicity”; so believing in the adage about Rome and
the Romans, we did what we could. Beside the spic and span guard at
the outer gate of the illuminated garden, we always, on dinner party
nights, stationed coachmen, or other stable boys disguised as liveried
footmen, on either side of the entrance, to receive guests and conduct
them to the dressing-rooms, and up the stairs to the reception room.
Our house was nicely adapted for a dinner of twelve and I usually
tried to confine myself to that number. We always had an orchestra,
orchestras being very plentiful in Manila where nearly every native
plays some sort of instrument, and the music added greatly to the
festive air of things, which was enhanced, too, by a certain oriental
atmosphere, with many Japanese lanterns and a profusion of potted
plants and great, hanging, natural ferneries and orchids which were
brought in from the forests by the Filipinos and sold on the streets.
My husband is supposed to be the author of the phrase: “our little
brown brothers”—and perhaps he is. It did not meet the approval of
the army, and the soldiers used to have a song which they sang with
great gusto and frequency and which ended with the conciliating
sentiment: “He may be a brother of William H. Taft, but he ain’t no
friend of mine!”
We insisted upon complete racial equality for the Filipinos, and
from the beginning there were a great many of them among our
callers and guests. Their manners are models of real courtesy, and,
while their customs are not always like ours, wherever they are able
they manifest a great willingness to be conforme,—to adapt
themselves,—and their hospitality is unbounded.
I shall never forget my first call from a Filipino family. They
arrived shortly after six in the evening: el señor, la señora and four
señoritas. We went through a solemn and ceremonious handshaking
all around. I received them first, then passed them on to my husband
who, in turn, passed them on with a genial introduction to my sister
Maria. We had been sitting on the verandah, and when a semi-circle
of chairs had been arranged, the six of them sat down; el señor
noisily cleared his throat a couple of times while the ladies calmly
folded their little hands in their laps and assumed an air of great
repose. It was as if they had no intention of taking any part whatever
in the conversation.
El señor explained in Spanish that they were our near neighbours
and that they had called merely to pay their respects. Mr. Taft had
been studying Spanish diligently ever since he left the United States,
but he is not conspicuously gifted as a linguist, and he had not yet
waked up—as he so often expressed a wish that he might—to find
himself a true Castilian. However, his ready laugh and the cordiality
of his manners have always had a peculiar charm for the Filipinos,
and he was able on this occasion, as he was on many future ones, to
carry off the situation very well. We all nodded and smiled and said,
“Si Señor” and “Si Señora,” to long and no telling what kind of
speeches from our guests; then Maria and I complimented the ladies
on their beautifully embroidered camisas, which started things off
properly. They praised everything in sight, and what we didn’t get
through the little Spanish we knew, we got from gesture and facial
expression. They got up and wandered all around, feeling of my
Japanese tapestries and embroideries, breathing long “ahs!” of
admiration over my gold screens and pictures and curios, and acting
generally like callers who were being very well entertained. Then the
children came in and they broke out afresh in voluble praise of them.
I assumed the proper deprecatory mien in response to their
laudation of my children, and altogether I felt that we were
acquitting ourselves rather well in this first inter-racial social
experience.
But at the end of half an hour the strain was getting a little severe
and I was wondering what to do next, when our six callers arose and
said they must be going. I breathed an inward sigh of relief and was
making ready to escort them to the top of the stairs, when my
husband cordially exclaimed:
“Why, no! Porque? Tenemos bastante tiempo. Why hurry?” And—
they—all—sat—down!
I regretted then even the little Spanish Mr. Taft had learned,
though, of course, he didn’t expect them to heed his polite protest.
He knew nothing at all about Filipino manners; he didn’t know they
expected to receive some sign from him when it was time to go and
that they would consider it discourteous to go while he was urging
them to stay. He kept up, without much assistance, a brave if
laboured conversation, and the minutes slowly passed. Our dinner
hour approached and I darted warning glances at him, for I had a
horrible fear that he just might ask them to remain and dine. But at
the end of another hour a strained expression began to spread itself
over even his face, and there was not a word of protest from him
when, at a quarter past eight, our little brown neighbours once more
indicated an intention of going home. We entertained Filipino callers
nearly every day after that, but never again did we urge them to
reconsider their sometimes tardy decision to depart.
With regard to Filipino manners and customs; I am reminded that
we were nonplussed, though greatly amused by the costumbre del
pais which decreed that some return be made by a Filipino for any
and all favours bestowed upon him. We grew accustomed to this
before we left the Islands, and came to expect a few offerings of sorts
almost any day in the week, but in the beginning it was usually most
embarrassing.
One time, soon after our arrival, a very loyal Americanista was
shot down in the street, during the peaceful discharge of his duty, by
an insurrecto. His widow, with her children, came into Manila in a
state of utter destitution, to secure some recompense from the
government for her husband’s services, and while her case was
pending Mr. Taft, in great pity for her, sent her money enough to live
on. The next day the whole family, from the wide-eyed boy to the
babe carried astride the mother’s hip, came to call on their
benefactor, bringing with them as a gift a basket containing a few
eggs, some strange Philippine fruits and a lot of sea-shells. Mr. Taft
was deeply touched, and with the brusqueness of a man who is
touched, he told her he had given her the money to buy food for
herself and her children and not for him, and he refused her offering.
I know, by the light of a fuller knowledge of the character of the lowly
Filipino, that she went away feeling very much cast down.
But in connection with such gifts there were always more laughs
than sighs. We invited to luncheon one day a dashing Filipino named
Tomaso del Rosario. Señor Rosario, a man of wealth and prominence
who had a fine Spanish education and was well dressed in the high-
collared, patent-leathered and immaculate-linened Spanish style,
was quite self-confident and enjoyed himself very much. He seemed
attracted to Maria and she, being linguistic, was able to talk to him in
a mixture of many languages. The next day she received from Señor
Rosario, not a floral offering, but a basket filled with nuts, a canned
plum-pudding, some canned chocolates and preserved fruits. This
attention did not seem so remarkable, however, when we learned, to
our amusement, that he had sent exactly the same present to Alice
Worcester, then five years old.
Our life, on the whole, was intensely interesting in its unusual
atmosphere and curious complications, but throughout everything
we were made to feel the deep significance of our presence in the
Islands; and the work of the Commission was first, last and always to
us the subject of the greatest moment. Even in our daily round of
social affairs we dealt with tremendous problems whose correct
solution meant the restoration of peace and prosperity to what then
should have been, and what we knew could be made, a great country.
That for which the American flag had always stood began to assume,
for many of us, a broader and a finer meaning; and being so much a
part of our flag’s mission in a strange field a certain zest was added to
our patriotism which we had never felt before. I believe, and I think
all those who know the truth believe, that Americanism, in its highest
conception, has never been more finely demonstrated than in the
work done by the United States in the Philippine Islands; work, the
broad foundation for which the Commission was engaged in
constructing during the period of which I write.
So many were the problems to be met and dealt with that in the
beginning the Commissioners were each given a set of subjects for
investigation and study, their findings being submitted for debate
and consideration in the general meetings.
Taxation, civil service, provincial and municipal organisations,
currency and finance, police, harbour improvements, roads and
railways, customs, postal service, education, health, public lands, an
honest judiciary and the revision of the code of laws; these were
some of the vital problems, but underlying them all was the
immediate necessity for the establishment of tranquillity and
confidence throughout the archipelago.
In order to make clear, in any degree, the Philippine situation as
we found it, it is essential that, briefly, the position of the Catholic
Church and its representatives, the Friars, be explained. For the first
time in its history the American government found itself compelled
to adjust a seemingly insurmountable difficulty between a church
and its people.
With us the Church is so completely separate from the State that it
is difficult to imagine cases in which the policy of a church in the
selection of its ministers, and the assignment of them to duty could
be regarded as of political moment, or as a proper subject of
comment in the report of a public officer, but in the first reports of
the Philippine Commission to Washington this subject had to be
introduced with emphasis.
The Spanish government of the Philippine Islands was a
government by the Church through its monastic orders, nothing less.
In the words of the Provincial of the Augustinians, the Friars were
the “pedestal or foundation of the sovereignty of Spain” which being
removed “the whole structure would topple over.” The Philippine
people, with the exception of the Mohammedan Moros and the non-
Christian tribes, belonged, during the Spanish dominion, to the
Roman Catholic Church, and the Church registry of 1898 showed a
total membership of 6,559,998. The parishes and missions, with few
exceptions, were administered by Spanish Friars of the Dominican,
Augustinian and Franciscan orders, and it was to the nature of this
administration that Spain owed the insurrections of 1896 and 1898,
the latter of which terminated only upon our assuming control of the
islands.
In 1896 there were in the Philippines 1,124 monks of the
Augustinian, Dominican and Franciscan orders, which body included
a company of Recolletos, who are merely an offshoot of the order of
St. Augustine and differ from the Augustinians only in that they are
unshod. In addition to these there were a few Jesuits, Capuchins,
Benedictines and Paulists, but they engaged in mission and
educational work only and did not share with the other orders the
resentment and hatred of the people. Filipinos were not admitted to
any of the orders, but they were made friar curates and served as
parish priests in some of the smaller places.
When a Spanish Friar curate was once settled in a parish he
remained there for life, or until he was too old for service, and
because of this fact he was able to establish and maintain an
absolutism which is difficult to explain in a few words. He was simply
everything in his parish. As a rule he was the only man of education
who knew both Spanish and the native dialect of his district, and in
many parishes he was the only Spanish representative of the
government. In the beginning, through his position as spiritual
guide, he acted as intermediary in secular matters between his
people and the rest of the world, and eventually, by law, he came to
discharge many civil functions and to supervise, correct or veto
everything which was done, or was sought to be done in his pueblo.
He was Inspector of Primary Schools, President of the Board of
Health and the Board of Charities, President of the Board of Urban
Taxation, Inspector of Taxation, President of the Board of Public
Works, Member of the Provincial Council, Member of the Board for
Partitioning Crown Lands, Censor of Municipal Budgets, and Censor
of plays, comedies or dramas in the dialect of his parish, deciding
whether or not these were against the public peace or morals. In a
word, he was the government of his parish; and in addition to all
things else, it was he who, once a year, went to the parish register,

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Organizational Behavior Emerging

Knowledge 5th Edition McShane

Conflict and Negotiation in

LECTURE OUTLINE (WITH

Conflict and Negotiation

Generational Conflict at Work

Is Conflict Good or Bad?: Pre 1970s View

Is Conflict Good or Bad?: 1970s-1990s View

Is Conflict Good or Bad?: Emerging View

Is Conflict Good or Bad?: Emerging View

Constructive Confrontation at Intel

Minimizing Relationship Conflict

Structural Sources of Conflict

Structural Sources of Conflict

Interpersonal Conflict Handling Styles

Five Conflict Handling Styles

Five Conflict Handling

Conflict Handling Style Preferences

Contingencies of Conflict Handling (con’t)

Structural Approaches to Conflict Resolution

1. Emphasizing superordinate goals

Structural Approaches to Conflict Resolution (con’t)

3. Improving communication and understanding

Structural Approaches to Conflict Resolution (con’t)

4. Reduce Task Interdependence

6. Clarify Rules and Procedures

Resolving Conflict Through Negotiation

Bargaining Zone Model of Negotiations

Situational Influences on Negotiations

3. Time passage and deadlines

Effective Negotiator Behavior

1. Preparation and goal setting

Third Party Conflict Resolution

Choosing the Best 3rd Party Strategy

Conflict and Negotiation

SOLUTIONS TO CRITICAL THINKING QUESTIONS

CASE STUDY 11-1: TAMARACK INDUSTRIES

Suggested Answers to Case Questions

Additional Question on Team Dynamics

CASE STUDY 11-2: THE NEW HEAT AT

Suggested Answers to Case Questions

TEAM EXERCISE 11-3: THE CONTINGENCIES

Suggested Solutions to Scenarios

TEAM EXERCISE 11-4: UGLI ORANGE ROLE

“I am Cardoza, the owner of the remaining Ugli Oranges. My fruit-exporting firm is

In observing, look for the following:

3. Did the parties trust each other?

SELF-ASSESSMENT 11-5: THE DUTCH TEST FOR

Overview and Instructions

Feedback for the Dutch Test for Conflict Handling

14 to 20 Strong yielding preference

17 to 20 Strong compromising preference

15 to 20 Strong forcing preference

17 to 20 Strong problem-solving preference

13 to 20 Strong avoiding preference

In the Far East one meets certain expressions the significance of

(LEFT TO RIGHT) GENERAL WRIGHT,

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