The present exploratory study examines family conflict style as a correlate of commitment to the family of origin in a one-stage random cluster sample of 200 university students between the ages of 18 and 25. The hypothesis rests on the theoretical assumption that family climate factors, such as conflict, influences commitment to the family of origin. I argue that family conflict style (adaptive or maladaptive) is associated with the level of commitment to the family of origin. Surveys are utilised to collect data in the present study which includes two scales, namely the Family Conflict Style Scale (FCS) and the Family Commitment Scale (FC). The Family Commitment Scale (FC) is an adaptation of Rusbult’s (1998) Investment Model Commitment scale and the Family Conflict Scale (FCS) is a new scale that was constructed for the purpose of the present study, derived from Gottman’s (1993) definitions of couple conflict styles, in order to examine conflict styles within a family and to examine the correlations to see whether family conflict style can be associated with commitment. The Family Resilience Framework (Walsh, 2003) and the Marital Spillover Hypothesis (Gerard, Krishnakumar & Buehler, 2009) guides the present study in better understanding how the constructs marital conflict style and commitment can also be viewed as systemic variables influencing the entire family. Results revealed that all correlations between conflict styles and commitment to the family of origin were found to be significant at the -.01 level. Findings support the value in exploring family conflict style in relation to commitment to the family of origin and, for the current sample, suggest that a more adaptive conflict style positively relates to the level of commitment whereas a maladaptive conflict style negatively relates to the level of commitment to the family of origin. / Dissertation (MEd)--University of Pretoria, 2014. / lk2014 / Educational Psychology / MEd / Unrestricted

Conflict management style preference and use of mediation within the Black population in the United States (US) is not well understood. The purpose of this study is to find out if there is a significant difference in conflict management style preference and use of mediation by African Americans and Afro-Caribbean (Jamaicans) living in the United States. Based on Hofstede's theory of individualism-collectivism cultural orientation, the US culture emphasizes individualism while Jamaica’s culture emphasizes collectivism. Responses were collected from 108 African American and Jamaican respondents anonymously, of which 96 were deemed usable. The Rahim (1983) Organizational Conflict Management Style Inventory was used to collect data on the five styles and was analyzed with the appropriate statistic test. A thematic analysis was used to analyze the text-based data gathered from the two open-ended questions at the end of the survey. The thematic analysis revealed two major themes: personal and workplace relationship conflict situations. It is recommended that future study includes three groups of Blacks instead of two groups. The preferred conflict management style from the combined group result is the compromising style. A significant difference was found in the obliging and compromising conflict management styles between African Americans and Jamaicans. No significant difference was found between the groups’ conflict management style and willingness to use mediation. The open-ended questions and individual textual description of conflict experience and willingness to use mediation were used to clarify the quantitative results and provide a better understanding of the similarities and differences among people of African descent from different cultural orientations.

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Post-traumatic stress theory applied to the experience of female incestuous childhood sexual abuse survivors (ICSA) suggests that the trauma may result in negative psychological consequences affecting relationships in adulthood. This study sought to explore the relational consequences of ICSA, specifically focusing on conflict resolution styles (CRS), relationship satisfaction, and relationship stability. This research used data from the RELATionship Evaluation questionnaire. Participants included 487 heterosexual couples in which only the female partner experienced ICSA compared to a comparison group of 1827 couples in which neither partner experienced ICSA. Analyses tested for differences in the frequencies of reported CRS (Gottman 1994) for ICSA and non-ICSA groups. A path analysis also explored the mediating effects of CRS on the relationship between ICSA, and self and partner reported relationship satisfaction and stability. Significant differences in the reports of types of CRS were found for ICSA versus non-ICSA groups. Path analysis showed that although ICSA and CRS were negatively related to relationship satisfaction and stability, the mediating effects of CRS types were not found. Ways clinicians may want to focus on CRS when treating these types of couples reporting low relationship satisfaction are discussed.

There is a need to determine the real reasons for conflict in the South African context. because it seems that the transformation process brought forth a reduction in work opportunities, workers losing their jobs, an increase in workplace violence, increasing dissatisfaction amongst workers, more strikes occuring, affirmative action, discrimination, recruitment of workers without the appropriate skills, corruption, workers who are too lazy to work, and professionals going overseas, etcetera. Personnel in the companies must be adequately informed about the nature of conflict, the causes of conflict, the types of conflict and the management of conflict, because conflict is increasing and it must be managed correctly otherwise it will be destructive and inhibit the functioning of a company. The objectives of the research study are as follows: a) To determine how conflict dynamics are conceptualised in literature through the application of industrial sociological theories, organizational principles and general management theories. b) To determine the main sources of conflict within the Engineering Company. c) To determine if personnel on the horizontal and vertical levels in the Engineering Company are influenced differently by conflict. d) To determine if there is a significant difference between the personnel in the Engineering Company in the manner in which they handle conflict with their superior and subordinates. The research study consists of a theoretical and an empirical framework. Chapter 1 covers the introduction, problem statement, the method and purpose of the research, and the description of relevant terms. In Chapter 2, the philosophies of Georg Friedrich Hegel and Immanuel Kant, and the theories of Karl Marx and Max Weber are used to serve as a basis on which the study can be built. In Chapter 3, the nature of conflict is discussed in terms of the following types of conflict: interpersonal conflict, intrapersonal conflict, intergroup conflict, and intragroup conflict. The management of the different types of conflict is also discussed. Chapter 3 covers the empirical data of the research, and the empirical research results of the study. The most important results of this study and recommendations are given in Chapter 5. / Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2006

The problem of this study addressed how women experience the conflict variables of beliefs about conflict, anger arousal, conflict styles, and received and expressed violence as partners in love relationships and how these factors affect their reported satisfaction. Graduate women (M = 186) from University of North Texas completed the Dyadic Adjustment Scale (DAS), a subscale of Relationship Beliefs Inventory (RBI), the Multidimensional Anger Inventory (MAI), and Interpersonal Conflict Tactics and Strategies Scale (ICTAS), and the Severity of Violence Against Women scale (SVAW). Data were analyzed using MANOVAs with ANOVAs to examine significant differences. Multiple regression procedures were used for the exploratory questions. Women reporting less satisfied relationships were expected to believe that disagreement was more destructive and to report higher anger arousal than those who were more satisfied. The hypotheses were supported. Women who were less satisfied also reported using less constructive conflict tactics and more destructive and avoidant tactics as well as receiving some forms of violence. Expressed violence was not significantly related to low satisfaction. Results suggested that these conflict variables are highly interrelated. Strong feedback loops may develop. Strongly held conflict beliefs may affect the use of destructive and avoidant conflict strategies and increase anger which may reinforce the conflict beliefs. Women who have received violence may use both destructive and avoidant tactics. Use of tactics that escalate then de-escalate conflict suggests that conflict strategies may not be mutually exclusive. However, when a woman is low in anger and has previously received violence from a partner, she may use more avoidant tactics. In contrast women who express violence to their partners may use all three conflict tactics including constructive tactics. This finding suggested that women may express violence as a last resort to get a reaction from their partners.

<p>The organization leader has a big role when a conflict occurs. It is essential that the leader has some kind of conflict management to solve the problem with minimal harm for the company and its employees, for even the employees who are not directly involved can be negatively affected by the conflict. To avoid any negative and destructive outcomes the leader has to find to solve the issue in the best way possible for all involved.</p>

Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2006.

The organization leader has a big role when a conflict occurs. It is essential that the leader has some kind of conflict management to solve the problem with minimal harm for the company and its employees, for even the employees who are not directly involved can be negatively affected by the conflict. To avoid any negative and destructive outcomes the leader has to find to solve the issue in the best way possible for all involved.

There is a need to determine the real reasons for conflict in the South African context. because it seems that the transformation process brought forth a reduction in work opportunities, workers losing their jobs, an increase in workplace violence, increasing dissatisfaction amongst workers, more strikes occuring, affirmative action, discrimination, recruitment of workers without the appropriate skills, corruption, workers who are too lazy to work, and professionals going overseas, etcetera. Personnel in the companies must be adequately informed about the nature of conflict, the causes of conflict, the types of conflict and the management of conflict, because conflict is increasing and it must be managed correctly otherwise it will be destructive and inhibit the functioning of a company. The objectives of the research study are as follows: a) To determine how conflict dynamics are conceptualised in literature through the application of industrial sociological theories, organizational principles and general management theories. b) To determine the main sources of conflict within the Engineering Company. c) To determine if personnel on the horizontal and vertical levels in the Engineering Company are influenced differently by conflict. d) To determine if there is a significant difference between the personnel in the Engineering Company in the manner in which they handle conflict with their superior and subordinates. The research study consists of a theoretical and an empirical framework. Chapter 1 covers the introduction, problem statement, the method and purpose of the research, and the description of relevant terms. In Chapter 2, the philosophies of Georg Friedrich Hegel and Immanuel Kant, and the theories of Karl Marx and Max Weber are used to serve as a basis on which the study can be built. In Chapter 3, the nature of conflict is discussed in terms of the following types of conflict: interpersonal conflict, intrapersonal conflict, intergroup conflict, and intragroup conflict. The management of the different types of conflict is also discussed. Chapter 3 covers the empirical data of the research, and the empirical research results of the study. The most important results of this study and recommendations are given in Chapter 5. / Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2006