it. The goal for employing management strategies in situations of intergroup and interorganizational conflict is to manage your response to the conflict, relieve the pressure, and reduce or resolve your “fight or flight” response.. With this in mind, let’s explore management strat- egies through our previous example of interorga- nizational conflict; a chain of retail pharmacies disagrees with the city transit company over the removal of bus stops near several pharmacy loca- tions. For this example, we will apply each manage- ment strategy from the perspective of a pharmacy technician working at one of the chain pharmacy locations that is losing bus stops. Just like intrap- ersonal and interpersonal conflict, each strategy provides varying levels of satisfaction in a varying range of scenarios. Competing, accommodating, and avoiding being least satisfactory and in the narrowest range of scenarios, compromising being moderately satisfactory in a moderate range of sce- narios, and collaborating being the most satisfac- tory in the broadest range of scenarios.
Compromising provides a moderate amount of satisfaction in a moderate range of scenarios. Compromising : Both parties agree on a resolu- tion that is partially satisfying to both. To resolve the conflict of waiting, the brand- new pharmacy technician tells the pharmacist that they are anxious for the results. The phar- macist checks faster but feels pressured. The technician receives the results faster, but they still must be uncomfortable while they wait. Collaborating provides the most satisfaction in the broadest range of scenarios. Collaborating : Both parties agree on a resolu- tion that is completely satisfying to both. To resolve the conflict of waiting, the brand-new pharmacy technician tells the pharmacist that they are anxious for the results. The pharmacist involves the pharmacy technician in each step of the checking process, telling them what they did well and where they can improve. Applying these strategies to intrapersonal and inter- personal conflict is straightforward. Applying these strategies to the larger scenarios of intergroup and interorganizational conflict can be harder to visu- alize. When managing intrapersonal and interper- sonal conflict, the goal is to resolve the conflict be- tween the parties. While pharmacy technicians as individuals can make an impact on intergroup and interorganizational conflict, we likely can’t resolve
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