Abstract
Purpose. The purpose of this study was to understand the impact of interpersonal conflict management styles in the Foreign Service organization and how they may influence the success of the diplomatic mission. Specifically, this researcher studied the impact of interpersonal conflict management styles of the full-time members of the TECO in San Francisco and their impact on the performance of the teamwork and achievement of the diplomatic missions. Theoretical framework. The theoretical framework of this study is based on the research foundations of. Blake and Mouton's Managerial Theory; Thomas' Conflict Management Style Theory; Rahim's Managing Conflict Theory; Argyris and Schon's Theories of Action; Putnam and Wilson's Organizational Communication Conflict Theory; and Systems theory. Methodology. The population involved in this study includes all full-time employees of a Taiwan diplomatic organization in California. Subjects responded to two research instruments: (a) a survey assessing organizational communication conflict strategy, and (b) semistructured interviews assessing the issues and actions in the case study diplomatic organizational conflict and communication strategy. Findings. The research found that Chinese cultural background deeply influences the communication and conflict management behavior. Inconsistency of the Taiwan diplomatic staff's individual behavior was also found; "theory-in-use" contradicts "theory-in-action" due to the influence of the authoritative collective background and face-saving culture. The compromise and confrontation strategy is indicated as the preferred style in the personal interviews, while survey data revealed that staff frequently used control or avoidance styles with subordinates and peers. The research also found that status and role relationship are instrumental in shaping the way people communicate in Chinese culture. Conclusions and recommendations. The research showed that the cross-cultural variable affected the preferred style of communication conflict management. Leadership style has a crucial impact on the communication conflict management style of subordinates. Organizational communication climate and differences in mission also affected preferred conflict communication styles. Further research is advised on director general behaviors, leadership styles, and their communication styles as they relate to the Foreign Service organizational performance. Comparing the relationship between communication climate and conflict management styles of Foreign Service officials in different cultures is also recommended.