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Journal of
Managerial Resolving conflict with humor
Psychology
15,6
in a diversity context
Wanda J. Smith
606 Pamplin College of Business, Virginia Polytechnic Institute and State
University, Blacksburg, Virginia, USA
Received September 1999 K. Vernard Harrington
Revised February 2000
Accepted March 2000 AIS University Computing Support, Virginia Polytechnic Institute and
State University, Blacksburg, Virginia, USA, and
Christopher P. Neck
Pamplin College of Business, Virginia Polytechnic Institute and State
University, Blacksburg, Virginia, USA
Keywords Conflict, Humor, Diversity
Abstract Examines how humor is related to alternative conflict resolution strategies. It also
seeks to advance understanding further by examining how respondents' group membership (race
and gender) and demographic similarity with the conflict party influence the use of humor.
Significant main effects and interactions were found. In short, the results suggest that humor is
related to different types of conflict management strategies and that diversity factors tend to
moderate this relationship.
People respond best to humor when it is delivered by those they trust the most and perceive
as fair in their dealings . . . humor is intensely personal and using it in certain situations and
with certain people could backfire (Linda Farrell).
In the 1930s, Louis Armstrong's record producer, with whom he had an exclusive contract,
heard a new record on another label and instantly recognized Armstrong's distinctive
trumpet-playing. He called Armstrong into his office and played the record for him. ``That's
NOT me'', Armstrong responded, ``and I'll never do it again''. Each man understood the other
perfectly (Morreall, 1991).
In today's increasingly diverse and competitive workplace, conflict management
skills and having a sense of humor are becoming requisites for every worker, not
just managers (Rasmusson, 1999; Farrell, 1998; Hemsath, 1997). Many studies
have investigated the effectiveness and constructiveness of the five strategies of
conflict management initially generated from Blake and Mouton's (1964) grid.
Similarly, there is a long, rich history of research on humor as a useful tool in
smoothing interpersonal relationships and handling ticklish situations
(Collinson, 1988; Coser, 1959; Cox et al., 1990). However, as yet few studies have
empirically examined the link between these two communicative processes.
Recently, there has been a call to examine both situational and relational
factors regarding the utility of humor in the workplace (Rothwell, 1996). Rather
than focusing on the utility of humor in conflict situations, the goal of this paper
is to examine the decision to use humor and the factors that drive that decision.
Journal of Managerial Psychology,
Vol. 15 No. 6, 2000, pp. 606-625.
When identifying factors that may influence this decision, the functionalist
# MCB University Press, 0268-3946 perspective of humor maybe useful. This perspective suggests that humor is a
useful tool in promoting social cohesion; in laughing together, people identify Resolving
with shared cultural meanings (Hall et al., 1993). The transfer of meaning of one's conflict with
humor, as with other types of communication, can be distorted by cultural humor
barriers (Munter, 1993). Two commonly used cultural classifications in
communication are gender and race. This paper seeks to examine the extent to
which these cultural classifications influence the decision to use humor.
A closer examination of this linkage is warranted for three reasons. First, 607
it has been suggested that the growing use of team-based work designs
and increasing diversity will likely generate greater instances of
miscommunication and interpersonal conflict (Knapp et al., 1988). Second, the
use of workplace humor is increasingly being viewed as a useful tool to defuse
critical situations, reduce stress (Rothwell, 1996), improve communication
(Wanzer et al., 1995) and increase group cohesion (Braverman, 1994). Third,
both the use of humor and how one chooses to resolve conflict are culturally
bound (Ziv, 1984).
To enhance our understanding of how conflict is communicated with humor
in a diversity context, this exploratory study was designed to examine the
following research questions:
(1) In a conflict situation, who is likely to use humor?
(2) What role does demographic similarity play in predicting the use of
humor in a conflict situation?
(3) What is the nature of the relationship between humor and Blake and
Mouton's (1964) five conflict management strategies?
(4) When using specific conflict management strategies, who is likely to use
humor and with whom? Specifically, should humor be used when
resolving conflict in a diversity context? Is humor more likely to be used
when using one conflict management strategy (e.g. forcing) versus
another (e.g. smoothing), particularly when in conflict with someone
who is demographically dissimilar?
An overview of this literature follows.
Demographic similarity
It seems likely that the decision to use humor is influenced in part by the
relative characteristics of one's audience (i.e. the conflict other). Research on the
similarity-attraction paradigm (Byrne, 1971; Harrison, 1976) has provided
substantial evidence, across diverse populations, that people tend to be drawn
to those who are similar to them in terms of demographic characteristics.
Studies have shown the similarity across demographic variables such as
gender (Tsui and Guteck, 1984), race (Kraiger and Ford, 1985), and tenure
(Gordon and Fitzgibbons, 1982), has a positive effect on communication,
integration in social groups, evaluations, attitudes, and affect. Similar favorable
outcomes are expected when using humor:
H2a. In general, respondents in same-race conflict dyads will report using
more humor than respondents in dissimilar-race dyads.
H2b. In general, respondents in same-gender conflict dyads will report using
more humor than respondents in dissimilar dyads.
H2c. In general, respondents in conflict dyads in same-seniority will report
using more humor than respondents in dissimilar dyads.
Conflict management strategies Resolving
Considerable theory and research have been devoted to identifying ways in conflict with
which interpersonal conflict may be handled. Much of this literature is centered humor
on two dimensions originally proposed by Blake and Mouton (1964):
(1) satisfying self-interest (assertiveness); and
(2) satisfying the concerns of the other conflict party (cooperativeness). 609
Graphing these two dimensions, Blake and Mouton (1964) and others have
generated five corresponding conflict management strategies:
(1) Compromising behaviors seek to find a middle-ground alternative.
Individuals are frequently willing to ``give a little to get a little''.
(2) Avoiding (withdrawal) occurs when parties choose to ignore the conflict,
try not to get involved or give in easily.
(3) Smoothing (accommodating) strategies play down differences and stress
the importance of common goals.
(4) Confronting (problem solving, integrating, or collaborating) tactics
consist of facing the conflict directly and examining possible solutions.
(5) Forcing occurs when one insists, or refuses to consider the other party's
position.
These strategies, as defined, are not all-inclusive (Wall and Callister, 1995), but
serve as a starting point in the examination of the role of humor when resolving
conflict. Rather than examining additional strategies, this paper examines how
these often-used strategies are delivered. If ``communicative behaviors are how
conflicts are recognized, expressed, and experienced'' (Frost and Wilmot, 1978,
p. 10), how individuals choose to communicate their chosen conflict resolution
strategy merits study.
Figure 1.
Relationship between
types of humor and
conflict management
strategies
The grid in Figure 1 is not exhaustive; however, we have attempted to illustrate Resolving
that humor may be used in conjunction with any of the conflict management conflict with
strategies. Next, we consider the nature of that relationship. humor
The role of humor has not been entirely ignored in CMS literature. Most other
instruments designed to measure CMS have focused either on general strategies
or on specific tactics (Womack, 1988). While communication was implied in the
descriptions of tactics, no specific communicative behaviors were included. Our 611
search revealed two instruments measuring communicative behaviors in CMS:
(1) the organizational communication conflict instrument (OCCI) (Putnam
and Wilson, 1986); and
(2) the conflict management message style (CMMS) (Ross and DeWine, 1982).
Of these, the OCCI included one item reflecting humor. This item loaded most
often on non-confrontational conflict management strategies. As illustrated
earlier, humor may be used with confrontational as well as non-confrontational
strategies.
Baron (1984) found that disagreements expressed in an arrogant and
demeaning manner produced significantly more negative effects than the same
sort of disagreement expressed in a reasonable manner. These feelings are
often reflected during future work interactions. Given concerns about the
possible backlash of a conflict episode, most individuals will seek alternative
ways to express their feelings. Humor may be one method. It seems likely that,
when resolving conflict between conflicting parties who expect continued work
interaction, avoiding escalation of emotions and saving face are dominant
concerns. As such, individuals will report combining humor with avoidance
and compromising tactics more than other strategies. On the other hand,
aggressive humor would be least desirable in these instances.
H3a. Humor will be positively related to smoothing, confronting,
compromising and avoiding.
H3b. Humor will be negatively related to forcing.
H3c. Humor will most often be used when avoiding and compromising.
No studies were found examining the moderating effects of conflict party
demographics on the link between humor and conflict management style. A
review of the literature examining direct effects of race and gender is outlined
below to provide preliminary guidelines for possible interaction effects.
The literature reveals varying conclusions about gender and conflict style.
Researchers have reported that males are apt to use confronting (Thomas, 1977;
Rosenthal and Hautaluoma, 1988) and forcing (Kilmann and Thomas, 1977),
while females rely on other conflict behaviors. Yet, other studies (Bigoness et
al., 1980; Shockley-Zalabak, 1988; Korabik et al., 1993) found no gender effects.
The disparity of conclusions about the differences between gender and conflict
behaviors led other researchers to examine variables that may moderate gender
effects. This study suggests the use of humor as a moderator.
Journal of Research on conflict management strategies clearly indicates differences in
Managerial conflict tactics used by Hispanic, African-Americans and Asian-Americans
Psychology when compared to Anglo-American subjects. Ting-Toomey et al. (1991) found
that, when comparing African-American and Anglo-American respondents,
15,6 African-American respondents tend to use more controlling strategies while
Anglo-American respondents tend to use more solution-oriented strategies. In
612 testing differences concerning Anglo-American and Mexican-American
subjects, Kagan et al. (1982) found that Mexican-Americans tend to use more
passive, avoidance conflict strategies, while Anglo-Americans tend to use more
active, confrontational strategies.
Much of the research on conflict strategies preferred by people of Asian
descent has centered on international boundaries using such cultural
distinctions as individualism (USA) and collectivism (such as China, Japan, and
Korea). However, studies have shown that Asian-Americans, especially those
newly residing in the USA, tend to retain the collectivist values thereby
reporting preference for more passive conflict strategies (Triandis et al., 1986;
Trandis, 1989).
No studies were found examining the extent to which the demographic
similarity of the conflict parties affects choice of conflict management
strategies. It is expected that the general effects of similarity and outcomes will
reflect those of other studies.
The following hypothesized interaction effects, though logically deduced
from the literature on conflict management strategies and humor, must be
viewed as speculative in nature due to the absence of specific research testing
such interactions.
H4a-b. The relationship between humor and conflict management strategies
(CMS) will be moderated by gender:
H4a. Females reporting high humor will smooth and compromise more
than males reporting high humor.
H4b. Males reporting high humor will force and confront more than
females reporting high humor.
H4c. The relationship between race humor CMS will be moderated by race:
high humor, minority respondents (Asians, Blacks, and Hispanics) will
report using smoothing and avoiding more than high humor, Anglo
respondents.
H4d. The relationship between humor and CMS will be moderated by racial
similarity: high humor respondents in same-race conflict dyads will
force and confront more than high humor respondents in dissimilar-
race dyads when resolving conflict.
H4e. The relationship between humor and CMS will be moderated by gender
similarity: high humor respondents in same-gender conflict dyads will
report using smoothing and avoiding more than high humor
respondents in dissimilar dyads.
Methods Resolving
Sample and procedures conflict with
The survey instrument was administered by mail to a sample of 6,200 flight humor
attendants employed by a large international airline based in the USA. This
sample consisted of individuals based at six airports, two on the west coast,
three on the east coast, and one in the midwest. Two weeks after the initial
mailing, a follow-up mailing was performed. A total of 1,784 surveys were 613
returned. A total of 1,678 surveys provided usable data, for a 27.06 percent
effective response rate. Summary demographic statistics are given in Table I.
For the population as a whole, this sample slightly over-represents Anglos and
Asians, while under-representing African-Americans. Females and males are
represented approximately as they exist within the population of flight
attendants at this airline.
Flight attendants were chosen as a sample for this study because of their
unique work environment. Flight attendants are regularly required to spend
long hours on flights working with people whom they may have never worked
with before and perhaps have just met. During this time, they must blend their
personalities to function effectively as a team in meeting the requirements of
passengers. Many of these situations are ripe for conflict.
Measures
A questionnaire was designed to obtain information from individuals who were
or had been involved in an interpersonal conflict within their organization. The
questionnaire consisted of three parts: a demographics section, a conflict
information section, and a humor section. In the demographic section
(themselves and others), subjects provided statistical data including gender,
age, tenure with the airline, and racial group.
In the conflict information section, subjects completed Howat and London's
(1980) conflict resolution strategies instrument. This instrument uses five items
to describe each of the five conflict resolution strategies ± confrontation,
smoothing, compromise, forcing, and avoiding. Subjects were asked to
think about a fellow flight attendant with whom they have experienced
Results
Analysis of variance and regression were used for hypothesis testing. H1a
(males will use humor more than females) was not supported (F [11,159] = 0.93,
n.s.). H1b (Anglo-Americans will use humor more than minorities (Asians,
Blacks, and Hispanics)) was supported (F [11,020] = 22.38, p < 0.001). A Tukey-
HSD test showed Anglo-Americans to be significantly more likely to use humor
in a conflict situation than all other racial groups. A summary of hypotheses
H1a and H1b is given in Table III.
H2a and H2c were supported. As expected, greater use of humor was
reported by same-race conflict dyads (F [1,959] = 6.30, p < 0.01) and similar
seniority dyads (F [11,170] = 3.80, p < 0.05). No differences were found in the
level of humor reported by similar or dissimilar gender dyads (F [11,110] =
0.80, n.s.). A summary of hypotheses H2a, H2b and H2c is given in Table IV.
H3a (humor will be positively related to smoothing, confronting,
compromising and avoiding) was partially supported. As shown in the
Scale 1 2 3 4 5 6
1. Confrontation
2. Avoiding 0.20***
3. Forcing ±0.39*** 0.36***
4. Smoothing ±0.16*** ±0.06* 0.34***
5. Compromising 0.15 0.71*** 0.33*** ±0.01
6. Humor 0.11 0.40*** 0.16*** 0.02 0.38***
n 1,160 1,179 1,166 1,154 1,162 1,219
Mean 3.26 3.23 2.29 3.43 3.78 3.67
SD 0.87 0.81 0.66 0.79 0.73 0.92
0.79 0.72 0.67 0.70 0.76 0.81
Table II.
Scale summary Notes: *** p < 0.001; * p < 0.05
Resolving
Hypothesis Group n Mean F conflict with
H1a Female 965 3.69 0.93
humor
Male 196 3.60
H1b
African-American 123 3.07 22.38***
Asian-American 178 3.51
615
Anglo-American 639 3.87
Hispanic-American 84 3.38
Table III.
Note: *** p < 0.001 H1 summary
correlation matrix of Table II, correlations for humor were positive and
significant with confronting, compromising , and avoiding. The correlation of
humor with smoothing was positive but not significant.
H3b (humor will be negatively related to forcing) was not supported. As
shown in Table II, humor was positively related to forcing.
H3c (humor will be most significantly related to avoiding and
compromising) was supported (r = 0.40 and r = 0.38, p < 0.001, respectively).
To test H4a-e, interaction effects were examined. In order to perform
ANOVA, a mean split was performed on humor (m = 3.67, nlow humor = 512,
nhigh humor = 707). H4a (females reporting high humor will smooth and
compromise more than males reporting high humor) was supported. The
interaction between gender and humor when smoothing was significant
(F [11,098] = 11.42, p < 0.001), as was the interaction between gender and
humor when compromising (F [11,102] = 3.60, p = 0.06). Females using high
humor reported using both smoothing and compromising less than males using
high humor. These interaction effects are shown in Figures 2a and 2b,
respectively.
H4b (males reporting high humor will force and confront more than females
reporting high humor) was partially supported. While the interaction between
gender and humor when forcing was non-significant (F [11,110] = 0.17, n.s.), the
interaction between gender and humor when confronting was significant
Journal of
Managerial
Psychology
15,6
616
Figure 2.
(a) H4a smoothing
interaction. (b) H4a
compromising
interaction
(F [11,101] = 4.90, p < 0.05). Males reporting high humor reported using
confronting more than females reporting high humor. This interaction effect is
shown in Figure 3.
H4c (high humor, minority respondents (Asians, Blacks, and Hispanics) will
report using smoothing and avoiding more than high humor, Anglo-American
respondents) was not supported. The interaction between race and humor
when avoiding was not significant (F [1,998] = 2.23, n.s.), nor was the
interaction between race and humor when smoothing (F [1,987] = 0.13, n.s.).
Resolving
conflict with
humor
617
Figure 3.
H4b confrontation
interaction
H4d (high humor respondents in same-gender conflict dyads will report using
smoothing and avoiding more than high humor respondents in dissimilar
dyads) was partially supported. The interaction between race dyad and humor
when forcing was significant (F [1,924] = 8.14, p < 0.01). Members of same race
conflict dyads reporting high humor reported using forcing less than members
of dissimilar-race dyads reporting high humor. This interaction effect is shown
in Figure 4. The interaction between race dyad and humor when confronting
was not significant (F [1,914] = 0.004, n.s.).
H4e (when avoiding and smoothing to resolve conflict, respondents in same-
gender conflict dyads will report using more humor than respondents in
dissimilar dyads) was not supported. The interaction between gender dyad and
Figure 4.
H4d forcing interaction
Journal of humor when avoiding was not significant (F [11,075] = 0.44, n.s.), nor was the
Managerial interaction between gender dyad and humor when smoothing (F [11,053] =
Psychology 0.50, n.s.).
15,6 Discussion
The results suggest that humor is related to different types of conflict
618 management strategies (CMS) and that diversity issues tend to moderate this
relationship. Preliminary tests of who are likely to use humor indicated that
African-Americans use humor less than all other groups in the present study.
This result may be explained, in part, by perceptions of African-Americans
reported in the popular press. Many report fears of being misunderstood, not
being taken seriously, and being the brunt of future jokes (Kennedy, 1995).
Surprisingly, Asian- and Hispanic-Americans reported no differences in their
use of humor from Anglo-Americans.
Regarding similarity effects, results demonstrated that individuals are more
likely to use humor with others who are similar along racial and seniority
classifications. These findings, in part, are consistent with those reported by
Cronin (1985). He found that the rising number of minority and female
executives has inhibited the use of humor in business because of the greatly
increased fear of offending someone. If humor is said to be an index of trust and
intimacy (Ziv, 1984), then diversity training programs are advised to
incorporate awareness of the risks and utility of humor in a diversity setting.
Surprisingly, no gender or gender-similarity effects were found suggesting
that women did not use humor with other women more than they did with men
when resolving conflict, nor was the amount of humor use different.
Explanation of these findings may center on the nature of our sample. For
example, the composition of our sample is atypical (e.g. approximately 80
percent, which is representative of the organization's population). In such an
organization, concerns inhibiting the use of humor (e.g. being a lightweight,
giving rise to inappropriate humor) may not be as salient. In contrast, women
may use humor more cautiously when working in more traditional
organizations in which power is primarily held by males and they are a
demographic minority. As such, our results may underestimate gender effects,
and generalization of our results to other settings should proceed cautiously.
The central hypothesis of the present study is that humor is both positively
and negatively related to different CMS, and is most often used when avoiding
and compromising. Humor was positively related to all CMS except forcing.
Next, the study tested the extent to which the decision to use humor may
depend on demographic characteristics of the conflict parties.
Tests of the moderators influencing the link between humor and each CMS
indicated that gender interacted with humor to affect at least one CMS. For
instance, gender consistently buffered the use of humor when smoothing,
compromising, and confronting. Females reporting high humor chose
smoothing and compromising more than males reporting high humor. In
contrast, males reporting high humor chose confronting more than females
reporting high humor. One interpretation of these results is that males use Resolving
humor to problem solve while females use humor as a social lubricant. No conflict with
moderating effects of race were generated. humor
Regarding moderating demographic similarity effects, no gender similarity
effects were found. While racial similarity moderated the relationship between
humor and forcing, the results should be cautiously interpreted. Reporting
levels of forcing were very low, suggesting that it rarely occurs. Nevertheless, 619
some race dyads using high humor chose to force more dissimilar-race dyads.
These results suggest that, when it does occur, it is used by same-race dyads
using high humor. That is, similarity seems to permit more aggressive conflict
resolution with humor. The low reporting of forcing may indicate the presence
of social desirability that commonly plagues the study of CMS (Putnam and
Wilson, 1982).
The threat of common methods variance was curtailed by the demographic
nature of the moderators, which are less prone to percept-percept inflation than
attitudes or psychological states (Crampton and Wagner, 1994). The inclusion
of relative demographic similarity of the conflict parties in this study sheds
some insight on the impact of relational factors on CMS and the use of humor.
The methodology in this study ignored the persuasiveness and power of
nonverbals used to communicate humor. Future research, including
longitudinal and observational methodologies, is needed to draw richer
conclusions about the use of humor when resolving conflict. Future CMS
instrumentation development should consider the general strategies, the
messages, and how they are delivered when examining conflict management.
In closing, Cox et al. (1990) suggest that business schools reevaluate their
traditionally conservative approach to preparing students for managerial
success by instilling not only ``tough-mindedness'' but also ``a sense of humor''.
Our study seems to indicate that such instruction to business school students
would be beneficial. This is because the findings from our study provide
evidence for the connection between humor and different conflict management
strategies. While our results are a positive initial step in understanding the role
of humor on conflict management, we argue that more research is needed that
sheds light on who is likely to use humor, with whom and under what
circumstances to resolve conflict.
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