The Architecture of Conflict of the of the Power: The Architecture of Conflict To use power as a hidden tool is a tactical approach in which, the outcome and aftereffects of power are concealed because the issue that is underhand is pre-decided before it development and solution. By using power, a party in conflict can have the decision of its own choice and can pose that there is a whole process of conflict resolution. E.g. a case dealing with criminal trial and giving judgment in one’s interest showing hidden usage of power.
2. The chilling effect can be defined as the perceived difference that is found between dating parties. One party perceives that the other party has better alternatives of power so the weaker party tries to suppress the conflicting issues. It is distinctive as power relationship is maintained between two parties on consideration of weaker and stronger party.
3. Anything that can be employed in achieving the set goals of a party or getting into conflicts of others qualifies as a resource such as personal strengths and skills. These resources can be employed for solving different kinds of conflicts.
4. The three methods that supervisors can use in criticizing their subordinates can be 1) private criticizing of subordinates instead of criticism in front of other people, 2) along with issues, points of better performance and good work are also discussed by the supervisor and 3) supervisor did not attach compensation increase with criticism. These methods are supportive in endorsing power because subordinates cooperate with the supervisor and do not challenge his authority. The resistance is minimized because of this approach as subordinates consider themselves affiliated with the supervisor.
5. The two levels of meaning carried by messages during face-to-face interactions are report aspect and command aspect. The report aspect can be described as the deliverance of content of the message while command aspect can be described as a relational message or verbal message that is indicative of the relationship between two people or their regard for each other.
Folger, J. P., Poole, M. S., & Stutman, R. K. (2013). Working .through .Conflict: Strategies for relationships, groups, .and .organizations. .(7th ed.). New York: Pearson.