283). Essentially, interests-based strategies are used in outcomes in which one desires either fairness of organization effectiveness, for the simple fact that this stratagem frequently requires the use of third-party intervention. In most instances, that third party will merely assist in facilitating the resolving of such a conflict by speaking to each disputant and helping them to solve the conflict for themselves. The third-party's role is strictly supplementary, unless it chooses to combine this particular strategy with a power-based one. Those who can intervene as a third party include either supervisors or other organization members, which usually attempt to do so on a fairly informal basis. Disputants can also employ this strategy without a third party by engaging in "positional negotiating" (Schachar, 2001, p. 23) with one another.
The more effective of these strategies, however, appears to be the power-based approach for settling conflicts within an organization. There are a number of aspects of this strategy that implies that it is the most efficacious, such as the fact that when there is a hybridization of this technique and the interests-based one, it is the power-based strategy that ultimately decides the outcome of the conflict. There are even some forms of interests-based strategy, such as mediation, in which a form of "power mediation" (Jameson, 1999, p. 286) is used, emphasizing the dominance and the effectiveness of using power-based strategies.
Power-based strategies generally...
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