Conflict is an organizational reality that is inherently neither good nor bad in and of itself. It can be destructive, but it can also play a productive role both within a person and between persons. Whereas most managers seek to reduce conflict because of its negative effect, some seek to use it for its positive effects on creativity, and motivation.
There is no "one best way" for managing interpersonal conflict, either as an involved adversary or as a third party. Rather, there are a number of strategies involving the external conditions, differing views, internal feelings, and outcomes. In addition, the relationships of the involved parties (for example, superiors and subordinates, etc. ) and their past histories as adversaries, allies, or relatively neutral third parties form. another key factor. The relative power of the involved parties is another consideration in deciding whether to withdraw from the conflict, work toward controlling a conflict into a win/lose pattern, or smooth it over with friendly acts.
Conflict as an involved participant is emotionally very different from conflict as a relatively objective third party. Indeed, as we will see, one strength of involving third parties lies in their potential to add an objective perspective to the feelings and behavior. of the involved adversaries. In this reading, we view the management of conflict from the point of view of both the adversary and the outside third party who might be a boss, colleague, friend, or even subordinate. Each of these roles adds its own distinct strengths and weaknesses.
From this passage, we learn that ______.

A. interpersonal conflict is typical of all people
B. interpersonal conflict tends to occur more often among aggressive people
C. when we look at interpersonal conflict, we must always listen to the opinions of the superiors
D. accumulated opposition often leads to interpersonal conflict