Purpose – The purpose of this paper is to examine Koslowsky and Schwarzwald’s (2009) recent conceptualization of the interpersonal power interaction model which assumed that the choice of power tactics in conflict situations is a sequential process including antecedents, mediators, and the choice of influence tactics. The mediation process is the new component of the model, thus the authors tested two potential mediators – perceived damage and negative emotions – in the choice process. Design/methodology/approach – Managers (n=240) were presented with conflict scenarios involving one of their subordinates (low/high performing) and differed by conflict type (relations/task and principle/expediency). They indicated the influence tactics they would utilize in the given situation for gaining compliance and completed a series of questionnaires: perceived damage engendered by disobedience, resultant emotion, cognitive closure, and demographics. Findings – Results indicated that perceived damage, directly and through the mediation of resultant negative emotions, influenced the tendency to opt for harsh tactics. This trend was further affected by the managers’ gender and cognitive closure. Research limitations/implications – The discussion addresses the empirical validity of the model, the role of rationality and emotion in the process of choosing influence tactics. Practical implications concerning the usage of harsh and soft tactics and the limitation of the self-report method were also discussed. Originality/value – The contribution of the study is twofolded: proving the empirical validity of the new conceptualization of the model and explaining the dynamic involved in the choice of influence tactics.

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This study was aimed to examine the relationships between emotion regulation and compliance among spouses in conflict. Furthermore, because compliance in conflict situations has been associated with individual differences in cognitive closure and emotions, we examined how these factors modulate the effect of emotion regulation on compliance. To this end, 70 praticipates, randomly assigned to reappraisal and control groups, reported the influence tactics they would comply, their affective state and their cognitive closure level. Results indicated that as compared to control, reappraisal strengthened the tendency to comply during conflict and that this effect was stronger among participants with low cognitive closure. Moreover, the interaction between emotion regulation and cognitive closure on harsh influence tactics was mediated by inward-directed negative affect, suggesting that the reappraisal instruction promoted better resiliency to negative affect among high cognitive closure participants. We discuss the role of emotion regulation techniques in treatment and in interpersonal relationships.

Project management must consider tradeoffs of risks regarding performance, time, and cost. These tradeoffs may often cause conflicts between the project stakeholders. When decision outcomes are ambiguous and time is pressing, decision-makers may use controversial conflict resolution strategies that are often detrimental, changing conflicts that have constructive potential into those that are unhealthy. We propose a simulation-based DMSS module that can be used to quickly analyse the risks of alternative project plans. Its implementation can reduce the usage of controversial conflict resolution strategies and focus, instead, on one of the cooperation strategies that can enhance performance and well-being at work. Whereas meeting technical specifications is a non-negotiable demand, we can make do with a two-dimensional tradeoffs model-consider tradeoffs between time and cost risks. Thirteen of 17 implementations of the DMSS module hinted that this tool may be beneficial in preventing conflict escalations (a numerical example is given).