| Abstract: | To investigate the role of attributions in reducing organizational conflict, 69 male and 36 female undergraduates played the role of an executive representing a department in a large organization and discussed the division of surplus funds with an accomplice representing a different department who behaved in a conflict-inducing manner. During discussions with the S, the accomplice made remarks suggesting that his/her confrontational behavior stemmed primarily from external causes (felt role obligations), or internal causes (his/her competitive personality, beliefs concerning the value of his/her department). In a control condition, the accomplice provided no information about such causal factors. On the basis of previous research by J. Greenwell and H. A. Dengerink (see record 1973-24784-001), it was predicted that Ss would respond in a more favorable and conciliatory manner to the accomplice when his/her actions seemed to stem from external rather than internal causes. Results indicate that, contrary to this hypothesis, Ss actually demonstrated the most positive pattern of reactions when the accomplice's behavior appeared to derive from sincere beliefs about the importance of his/her department. (22 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved) |
