Competing : The technician attempts to use power or authority to resolve the conflict to their own satisfaction with no regard for the satisfaction of the other party. To resolve the conflict, the pharmacy technician makes plans to protest and block the bus stop so the transit company physically cannot re- move the bus stop. Accommodating : The technician shows no re- gard for themselves and resolves the conflict to the satisfaction of the other party. To resolve the conflict, the pharmacy techni- cian accepts that the bus stops will be removed without considering any alternatives. Avoiding : The technician ignores the conflict as if it does not exist. To resolve the conflict, the pharmacy techni- cian convinces themselves that nothing has changed and the transit company has not an- nounced that the bus stops will be removed. Compromising : The technician develops a reso- lution that is partially satisfying. To resolve the conflict, the pharmacy techni- cian considers how they will be impacted and makes plans to manage the impact if the bus stops if the bus stops are removed. Collaborating : The technician develops a resolu- tion that is completely satisfying. To resolve the conflict, the pharmacy technician makes plans to manage all possible scenarios including if the bus stops are removed, if the bus schedules are changed and if the bus stops and schedules remain the same.
Managing personal reactions to intergroup and in- terorganizational conflict may be enough to relieve the pressure and reduce or resolve the “fight or flight” response. If management strategies do not entirely resolve these responses, it may be helpful to get actively involved in resolving the conflict. There are several directions of and tactics for influ- ence to impact intergroup and interorganizational conflict. There are three directions of influence: upward, downward and peer. Upward : Influencing those who are in higher levels of organizational hierarchy than you. Downward : Influencing those who are in lower lev- els of organizational hierarchy than you. Peer : Influencing those who are at the same or at similar levels of organizational hierarchy than you. To impact intergroup and interorganizational con- flict, upward influence is the most effective direc- tion of influence for pharmacy technicians. Mak- ing an impact on these types of conflict requires collaborating with the leaders in your organiza- tion who are creating plans and making decisions to resolve this conflict. Groups and organizations will often have coalitions or workgroups dedicat- ed to resolving the conflict. Speak with your man- ager and/or human resources representative to learn how you can join a coalition or work group and to learn more ways you can make an impact. Once you have worked with your manager or hu- man resources and identified a coalition/work- group to join or discovered another way you can make an impact, you can determine the influ- ence tactics you will use. There are many tactics of influence. While there are effective applica- tions for each, some tactics are more effective than others. The most effective tactics result in group or organization members complying with the resolution or committing to the resolution. Compliant group organization members conform to the resolution. Committed group/organization members comply with and actively support the res- olution. The influence tactics that create the most compliance and commitment are inspirational appeals, exchange, personal appeals, and rational persuasion. We will explore these tactics through
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