Harmonizing minds: navigating diversity in thinking and conflict management within organizational dynamics

Purpose The primary objective of this research paper is to investigate the fundamental dimensions of conflict management, namely cooperation (concern for self and others) and competition (concern only for self), and to establish a theoretical connection between these dimensions and reflective and intuitive thinking. Drawing upon dual process theory and Deutsch’s conceptualization of cooperation and competition, the study delves into the systematic impact of intuition and reflection on individuals’ preferred conflict management styles. Design/methodology/approach Theoretically driven hypotheses established links between reflective and intuitive thinking and cooperative and competitive conflict management styles. Two studies were conducted to empirically validate these hypotheses, designed to scrutinize the influence of intuition and reflection on individuals’ inclinations toward competitive or cooperative conflict management styles. Study 1 was based on self-reported measures, and Study 2 was an experimental design method. Findings The study outcomes affirm the hypotheses, revealing that reflective thinking aligns with a preference for cooperation, whereas intuitive thinking corresponds to a preference for competition. Research limitations/implications Recognizing the significance of cognitive styles in shaping preferences for competitive and cooperative conflict management, this research offers valuable insights for both parties involved, leading to more favorable outcomes and providing practical guidance for conflict management practitioners. The paper concludes by discussing implications and acknowledging limitations. Originality/value This exploration represents a novel avenue in the conflict management research domain, shedding light on the antecedents of thinking styles in the context of conflict resolution.