Organizational Communication Conflict Instrument

Putnam, L., and Wilson, C. (1982). Communication strategies in organizational conflict: Reliability and validity of a measurement scale. In M. Burgoon, (ed.), Communication Yearbook. Beverly Hills, CA: Sage.

Comments: The authors contend that the Organizational Communication Conflict Instrument (OCCI) is different from other conflict assessment instruments in that it focuses on behavioral choices that respondents make rather than a person’s individual style of dealing with conflict.

Reliability: Internal consistency was assessed by the alpha coefficient. The three subscales were: nonconfrontation, 0.93; solution-orientation, 0.88, and control, 0.82.

Factor Analysis: Factor analysis produced three factors that account for 56 percent of the common variance. The non- confrontation dimension consists of both smoothing and avoidance strategies; solution-orientation consists of compromise and collaborative strategies; and control refers to the polarized behaviors of the individual in group situations.


Biediger-Collins, A. R. (2000). Communication and conflict management styles as perceived by special education directors and their subordinates in Region XX ESC in Texas. PhD dissertation, Texas A&M University.

Cullis, S. L. (2009). Science teacher retention: School and individual correlates of the intent to stay in current teaching position. EdD dissertation, Rutgers, State University of New Jersey, New Brunswick.

Mao, Y. (2010). Does culture matter? Relating intercultural communication sensitivity to conflict management styles, technology use, and organizational communication satisfaction in multinationals in China. PhD dissertation, Ohio University.

Rhodes, A. C. (2004). Effect of conflict management styles on stress level of correctional officers. PhD dissertation, Alliant Inter- national University, San Diego.

Torres, G. K. (2009). Perceptions of Michigan middle school principals regarding leadership styles, communication, and school climate. EdD dissertation, Wayne State University.

Organizational Communication Conflict Instrument

  1. 1. I blend my ideas with others to create new alternatives for resolving conflict.
    2. I shy away from topics that are sources of disputes.
    3. I insist that my position be accepted during a conflict.
    4. I suggest solutions that combine a variety of viewpoints.
    5. I steer clear of disagreeable situations.
    6. I avoid a person I suspect of wanting to discuss a disagreement.
    7. I look for middle-of-the-road solutions.
    8. I give in a little on my ideas when the other person also gives in.
    9. I minimize the significance of conflict.
    10. I integrate arguments into a solution from issues raised in a dispute.
    11. I stress my point by hitting my fist on the table.
    12. I will go fifty-fifty to reach a settlement.
    13. I raise my voice when trying to get another person to accept my position.
    14. I offer creative solutions in discussions of disagreement.
    15. I keep quiet about views in order to avoid disagreements.
    16. I frequently give in a little if the other person will meet me halfway.
    17. I downplay the importance of a disagreement.
    18. I reduce disagreements by saying they are insignificant.
    19. I meet the opposition at the midpoint of our differences.
    20. I assert my opinion forcefully.
    21. I dominate arguments until the other person understands my position.
    22. I suggest we work together to create solutions to disagreements.
    23. I try to use everyone’s ideas to generate solutions to problems.
    24. I offer tradeoffs to reach solutions to problems.
    25. I argue for my stance.
    26. I withdraw when someone confronts me about a controversial issue.
    27. I sidestep disagreements when they arise.
    28. I try to smooth over disagreements by making them appear unimportant.
    29. I stand firm in my views during a conflict.
    30. I take a tough stand, refusing to retreat.

Scoring: Ranges from Strongly Agree = 1 to Strongly Disagree = 5.