Conflict Perspective Individuals’ reactions to conflict can vary greatly which could increase creativity and improved decision quality to situations which prevent rational thinking during a decision making process and other acts that are hurtful to others (Hurt, 2014, p. ). One of the significant emotions experienced is anger. The anger may produce positive experience, negative experience or no effect on the individual. If an individual feels that actions of another were unintentional this decreases the ration of the individual acting aggressively toward the other individual. Effective conflict causes negative dysfunctional organizational consequences. Conflict Perspective Intrapsychic Power – If you bring forth what is within you, what you bring forth will save you. (Redekop, 2014, p. 2. Information – The individual must understand the nature of self which reveals the nature and characteristics of an internal dialogue and allows the self to access those dialogues and the conflicts they contain (Redekop, 2014, p. 31). Pressure for Resolution – Transform conflicts with goal of bringing about peaceful relationships with others (Redekop, 2014, p. 31. Interpersonal Power – Antagonistic attitude and behaviors such as name calling sabotage or even physical aggression (Iacob, 2015, p. 1). Information – A party possesses goals, values, attitudes and skills that are significant to directing behaviors but are perceived to be exclusive of the goals values and attitudes and skills held by others (Iacob, 2015, p. 2). Pressure for Resolution – Collaboration works as a problem solving scenario where t
he purpose is to establish a win-win solution to the conflict that wholly satisfies the interest of both parties (Iacob, 2015, p. 3). Group to Group Power – The pervasiveness of intergroup conflicts is related to humans’ high capacity to distinguish between the in-group and out-group members (Martinez-Tur, Penarroja, Serrano, dalgo, Moliner, et al., 2014, p. 11. Information – Intergroup conflict has a negative effect on the rationality of cooperative decision making which causes individuals and groups to be subjected to intergroup conflict (Martinez-Tur, Penarroja, Serrano, dalgo, Moliner, et al., 2014, p. 11). Pressure to Resolution – Intergroup conflict creates suboptimal decision making reducing the opportunities to benefit from cooperation with out-group members. Rational cooperation improved when group and individuals made decision after an in-group deliberative decision, the rationality of the group decision making was transferred to subsequent individual decision making (Martinez-Tur, Pennaroja, Serrano, dalgo, Moliner, et al., 2014, p. 12). References: Hurt, K. J. (2014). Assessing the relationship between conflict type and emotions in top management teams: An attributions perspective with the context of strategic decision-making , 11(2), 70-88. Iacob, N. (2015). Interpersonal Conflict (To Manage or not to Manage). Defense Resources Management in the 21 Century, 1-11. Martinez-Tur, V.; Penarroja, V., Serrano, M. A. dalgo, v.; Moliner, et al. (2014). Intergroup Conflict and Rational Decision Making. , 9(2), 11-13. Redekop, p. (2014). Inner Peace and Conflict Transformation. , 46(2), 31-49, 127