ࡱ> @zbjbjFF1,,Ӣ&XXX8JX\Xv[v["[[[\\\!######$6R^Gi\\iiG[[0u0u0uih[[!0ui!0u0u![j[ PCOX*o5H}0} r!!5H\ `0uc\e\\\GGdGXtXXThe 3rd International Conference on Advances and Systematic Research ECNSI 2009 8th Special Focus Symposium on ICESKS: Information, Communication and Economic Sciences in the Knowledge Society, Zadar, Croatia REPRESENTATION AND SEX DIFFERENCES IN CONFLICT MANAGEMENT STRATEGIES FOR CIVIL SERVANTS IN THE CROATIAN CONSTITUTIONAL COURT Snje~ana Konopljak1, Joako Sindik2, Ljubica Baki-Tomi3 1 Croatian Constitutional Court, Zagreb, Croatia 2 Ph D Kindegarten Trnoruzica, Zagreb, Croatia 3 Ph D Teachers Faculty of the Univerity of Zagreb, Croatia ABSTRACT The aim of our research was to determine which are the most common ways of managing conflict with state officials in the Croatian Constitutional Court, and to describe the relationship between the ways of managing conflicts with certain demographic variables (sex, level of qualification, work experience). The study involved 71 subjects, 68% of the total, even from the basic population, i.e. the total number of employees in the Croatian Constitutional Court. For data collection we used questionnaire, conflict strategies, which measures the representation of conflict management styles. The results showed that there were statistically significant differences in the representation of different ways of managing conflict in the sample of employees of the Constitutional Court: the most common way to resolve conflicts was cooperation / integration, and the least was common competition / combat. No statistically significant correlations were found between the dimensions of conflict management and working experience. The only statistically significant (and negative) correlation was found between the level of qualification and strategy competition / combat. There are no sex differences in relation to the supposed "sex-neutral" ways of managing conflict dimensions (compromise, cooperation and avoidance). In accordance with expectations, we found a statistically significant difference in the expected direction for the dimension of adjustment (higher average results for women). Contrary to expectations is statistically insignificant difference in the sex dimension of competition / combat, where we expect the higher results for males. An overview of the advantages and disadvantages, and practical implications of research and guidelines for the future, was given. Keywords: strategy, communication, conflicts, differences, correlations, officials INTRODUCTION Although they are not in itself neither good nor bad, in the business world conflicts in general and their effects are always important, so it is important to learn and acquire skills of conflict management. Improvement of institutions in general, as same as improving working efficiency and the personality of each individual, often depends on the skills of resolving conflict. Moreover, the skills of resolving conflict are important to improve overall communication in everyday life. Conflict is an inevitable phenomenon at all levels of human communication, because it creates disharmony and disagreement not only in behavior, but also in feelings, goals, desires, and even the basic necessities of life. Bahtijarevi `iber (1999) defines conflict "as a process of social interaction and social situation in which the interests or activities of participants (individuals or groups) together do (actual or apparent) blocking and obstructing the realization of their goals. Usually conflict involves the struggle for the secure resources, power, status or other privileges, desires, interests and goals of individuals, groups or organizations. Conflict is always related to human and group interactions." Conflict is a dynamic process that reflects on different levels, and may appear in the manifest or latent form, which depends on the possibility of their resolution. How would one behave in a conflict depends on the extent of other interests trying to be acknowledged (integration), in relation with trying his own interests to be acknowledged (distribution). There are various ways in which people try to solve conflicts at work and in life in general. Conflict management is a process and activity focused on the prevention of dysfunctional and destructive consequences of conflicts, and power routing of the conflict situations and confronted groups towards the action identifying and solving problems. About the manner and effectiveness of conflict management, depends the effectiveness ot the whole organization. There are different approaches to managing and resolving conflicts, with different effects. They are: avoiding (without appreciate nor own nor others' interests), adjustment (appreciate other people's interests, but not own interests), confrontation (taking into account only own interests), a compromise (partial appreciate own and others' interests), cooperation (appreciation own and others' interests) (Deutch, Gordon and Robins, from Braja, 1994). Other authors indicate otherwise and strategies, such as Vera Birkenbihl states even more styles: unification, doubling and overlooking (Braja, 1994). In order to manage conflict well, it is necessary to know the conflict situation, the former conflicting relationships, to know when a conflict arose and the time available for resolving the conflict. No one can say that there is a way to resolve conflicts that would be best for all situations, so we can say that cooperation and compromise are best suited for the most common conflict situations, while the competition, avoidance, and adjustment, are less suitable, but may in certain circumstances be very useful (WMD, 2009). Civil servants are people who as a regular profession perform tasks within the competence of state bodies, which was established by the Constitution, law or other regulations adopted pursuant to law. The role of civil servants in the Croatian society changed, and changed through different periods of time. Modern, democratic society requires a civil servant as a integrity, who not only knows the law and the law of his country, but also the law in European Union and other countries. In addition to knowledge in the area that performs in the civil service, civil servant should not necessarily follow the overall trends of social development and technology. Likewise, communication skills are an important part of the additional training of civil servants within the framework of organized professional training. For efficient communication with other communication skills of civil servants, it is necessary to know and adopt different styles in managing conflict. Raising of consciousness of their positive side, person learns to recognize situations in which some conflict management styles are most appropriate for successful communication interaction, from the aspect of socio-emotional relationships (i.e., organizational climate), as same as from the aspect of work performance. Conflict management styles and knowledge about them, as same as their successful and appropriate use, is particularly important for employees in a highly hierarchical positioned state institution - the Constitutional Court of the Croatian Republic. Croatian Constitution was established, with legislative, executive and judicial government (the so-called triple-separation of government), with the Croatian Constitutional Court as, conditionally speaking, the fourth government. This institution affects all three types of government within the limits established by the Croatian Constitution. The main task of the Constitutional Court is "an abstract control of constitutionality of laws and the constitutionality and legality of other provisions in the Constitutional Court of Cassation has powers, but there are also specific control of individual acts of state bodies and public authorities, which is conducted by the institute of constitutional complaint in order to protect human rights and fundamental freedoms guaranteed by the Constitution "(Omejec, 1999, pp. 41). The specificity of this high state institution in practice is recognized as fostering their own implicit norms of conduct and standards of communication, that are traditionally passed on from generation to generation. These standards include the formal and informal aspects of communication patterns that follow, according to employee perceptions of themselves, high standard of work performance and relationships of mutual respect. It can be assumed that these forms of communication are necessary in this institution in which the relations are based on large generation and hierarchical (status) differences between individuals. All this potentially result in a difference in experience, perception, thinking, values, and the final status. Strict hierarchical structure with the division of tasks which are interconnected, creating a specific organizational climate, which is probably reflected in the representation of ways of managing conflicts. In the literature we did not find researches that examined ways to manage conflict in such a profile of civil servants, and we wanted to examine this problem. For example, one might assume that there are sex differences in the ways of managing conflicts, which are closely associated with sexual stereotypes and sex roles, which affect the sexual stereotypes and vice versa (Weiner, 1985; Weiner, Russell and Lerman, 1979). Sex role make certain behaviors, attitudes and activities that the community expects from members of a particular sex (Devine, 1989), Mayers, 1993). Researches in the field of sex stereotypes has shown that the typical man is considered as more assertive, active, objective, rational and more competent than the typical woman, while a typical woman was considered as more passive, emotional, submissive, compassionate and sensitive, than the typical man (Spence, Deaux, and Helmreich, 1985 ).Men are considered with much more instrumental characteristics, for example, they are more goal oriented, independent and determined. Women are often described with much more expressive characteristics; for example, they are more focused on interpersonal relations, kind and sensitive (Spence, Deaux, and Helmreich, 1985). From this description, if guided by stereotypical expectations, we could assume that men are perhaps more inclined to style fight / competition (confrontation), and women for adjustment, during resolving conflicts. On the other hand, we could assume that more experienced and more educated employees choose more constructive conflict resolution strategies in relation to the less experienced and less educated. Therefore, the aim of our study was to determine which are the most common ways of managing conflict at state officials in the Croatian Constitutional Court, what kind are the relations between the ways of managing conflicts with certain demographic variables (sex, level of qualification, work experience). PROBLEMS In order to answer to the research goal, we have defined four research problems: Determine the average value for all items and dimensions of the measuring instrument for testing ways of managing conflicts. 2. Determine differences in the representation of ways of managing conflict in sample of subjects in this research. 3. Determine the relationship between all dimensions of ways for managing conflicts and work experience and level of education. 4. Determine sex differences in relation to the dimensions of the ways of managing conflicts. We assumed that: there are statistically significant differences between the strategies of conflict management in interpersonal communication at the state officials in the Croatian Constitutional Court, in terms more frequent use of the more constructive styles of managing conflict (cooperation and compromise), compared to less constructive (the other three strategies). Namely, in order to successfully coordinated action described in a hierarchical structure of employees in the Constitutional Court, it is necessary to possess advanced communication skills, and hence the constructive ways of managing conflicts. On the other hand, for some of the ways to manage conflict can experience generally say that they are effective at the level of everyday communication (cooperation/integration, compromise and avoidance, adjustment, less combat/competition). more experienced and more educated respondents should use a significantly different ways to manage conflicts, comparing to less experienced and less educated respondents, in terms of more frequent use constructive ways of managing conflicts. Namely, it is reasonable to assume that more experienced and more educated employees have a more rich repertoire of effective communication skills, and hence the better skills in choosing strategies for constructive conflict management, more convenient in specific situations. there is a statistically significant sex difference in relation to the selection of conflict management strategies in areas where the dominant one is combat for its own interests (competition / combat, where the men may have higher average results), or where own interests are neglected (adjustment, where women could have higher average results). METHODS Subjects In this correlative type study, conducted during July 2009., participated 71 subjects, different levels of education (the structure of the professional education of the sample see in Table 1), a total of even 68% of the population base, i.e., the total number of employees in this sector of work (civil servants of the Croatian Constitutional Court). Information about the age of the subjects were not collected, because we assumed that more relevant is the variable work experience (Table 2). It is an appropriate sample of respondents (all employees who agreed to participate in the survey were included, except senior official). Table 1. The structure of the sample with respect to sex and education level SubjectsEDUCATION LEVELTotal sex% Sexhigh schoolhigher educationbaccgraduatedwomen1893225273 %men91091927 %Total education level271033171100 %TOTAL %38 %14 %4 %44 %100 % Table 2. The structure of the sample with respect to sex and work experience SubjectsWORK EXPERIENCETotal sex% Sex< 5 years< 10 years< 30 years> 30 yearswomen583095273 %men031511927 %Total work experience511451071100 %TOTAL %7 %16 %63 %14 %100 % The study was conducted anonymously, with a pronounced confidentiality (use only for scientific purposes), and with the approval of the President of the Constitutional Court. Variables Although the research is a correlative type of research, we used a nominal variable sex as an independent variable, for testing the difference between respondents in relation to ways of managing conflict, while the demographic variables - education and work experience were used to test the correlations with the dimensions of the questionnaire: cooperation / integration, compromise, adjustment, competition / combat, and avoiding conflict (i.e. conflict management strategies). For data collection, we used the questionnaire Use of Conflict Strategies (Bakic-Tomic, 2003), which is consisted of 20 statements, relating to the representation of conflict management styles. Assessment scale in the questionnaire was Likerts type with five-degrees, ranging from 5 (total agreement) to 1 (complete disagreement) with the content of the statement. Beside 20 variables, which are actually the items of the questionnaire, we derived additional 5 variables, which are the results on the questionnaire dimensions (cooperation / integration, compromise, adjustment, competition / combat, and avoiding conflict i.e. conflict management strategies). These five variables are defined as a simple linear combination of estimates for the items that define them. Dimension avoiding conflict is defined with the items no. 1, 6, 11, 16; dimension competition / combat with the items no. 2, 7, 12, 17; adjustment with the items no. 3, 8, 13, 18; dimension compromise with the items no. 4, 9, 14, 19; dimension cooperation / integration with the items no. 5, 10, 15, 20. Taking into account that we did not find information about the metric characteristics of the questionnaire, we considered it necessary to check its metric characteristics, primarily reliability (Table 3). Table 3. Reliability of the dimensions for the questionnaire Use of Conflict Strategies DimensionReliability Coefficient (Cronbachs ()avoiding.65competition/combat.49adjustment.54compromise.09cooperation/integration.36 For each variable, the reliability coefficient is calculated. Their values were ranged in the interval from .09 to .65. Thus, on average we can say that the reliability of all dimensions of the questionnaire was relatively low. Even without rigid criteria of reliability (we used mild criteria of the above .50, as proposed Nunnally, 1978), two dimensions showed unsatisfactory reliability: compromise ((= .09) and cooperation/integration ((= .36). Therefore, we couldt expect satisfactory construct validity (we can assume that it is also low), so we have not even checked it in this study. On the other hand, according to the content of items, we could assume that the dimensions of the questionnaire have at least symptomatic validity. So we interpreted obtained results (with specified restrictions) in relation to the original dimensions of the questionnaire. DATA ANALYSIS Data analysis was conducted using the software package SPSS. In addition to measuring the reliability coefficients for answering on the problems of the research, descriptive statistics methods were used (arithmetic mean, standard deviation, minimum and maximum), two-tailed t-test for small independent samples (sex differences in the ways of managing conflict), rank correlation coefficients (correlation Questionnaire dimensions with work experience and education level). To test the difference in results between the different dimensions of the Questionnaire, we used nonparametric tests: Friedmans test for the differences between few multiple dependent samples and Wilcoxons equivalent pairs test, for individual comparisons of differences between average results for the pairs of questionnaires dimensions (i.e., ways of managing conflict). Before using these nonparametric tests, the average results for each dimension of the questionnaire (which are defined with a different number of items) we divided with the number of items that define them. RESULTS AND DISCUSSION First, we calculated the basic descriptive parameters for all items of the questionnaire Use of Conflict Strategies. Looking at the results in Table 4, the highest arithmetic mean values were found for the items: no. 8. Give a lot of nice words, its a little cost! (adjustment); no. 10. Honesty, integrity and belief, can move the mountain. (cooperation), no. 18. Gentle words are stronger than hard heart. (adjustment); no. 20. No person has no definitive answer, but he can give his modest contribution. (cooperation). The lowest arithmetic mean values were found for the items: no. 2. There are only two kinds of people: winners and losers. (combat / competition); no. 14. Gifts can create friendly relations. compromise). Maximum values of standard deviations (Table 4), i.e. the largest differences among respondents were found in the following items: no. 7. The end justifies the means. (combat / competition); no. 12. A person who is relentless, leads others in a position to have to give up. (combat / competition). In the following items subjects were at least different between each other, or for the following items the lowest standard deviaton values are found: no. 8. Give a lot of nice words, its a little cost! (adjustment); no. 18. Gentle words are stronger than hard heart. (adjustment). Table 4. Average values for the questionnaire Use of Conflict Strategies Variable - ItemMin. Max.Arithmetic MeanStd. DeviationNothing is so important to why I should interfere with my associates.153.871.04There are only two kinds of people: winners and losers.152.131.31Who you rock, you bread him!152.921.32When two people find a halfway, admissible decision is imminent.254.210.77Who constantly searches for the truth, hell find it.153.771.22The best way to manage conflicts is - to avoid them.153.701.29The end justifies the means.152.551.44Give a lot of nice words, its a little cost!154.660.72Get part of what we want is better than not get anything.154.210.79Honesty, integrity and belief can move the mountain.154.441.05You should avoid a contentious person, because they can make only evil to us.154.131.04A person who is relentless, leads others in a position to have to give up.153.351.39Kill your enemies with kindness!153.921.11Gifts can create friendly relations.151.931.20If we faced with a conflict openly, we'll find the best solution.154.300.85We should be kept at a distance from the people with whom we disagree.153.751.13Battles win those who believe in the victory.254.240.82Gentle words are stronger than hard heart.254.460.75How much you do for me, Ill do for you - it's fair game!153.181.32No person has no definitive answer, but he can give his modest contribution.154.520.79 After analyzing the average results for the items of the questionnaire, we checked whether there are statistically significant differences in the ways of managing conflict in researched sample (Table 5). We confirmed our hypothesis, that some ways of managing the conflict are more frequently represented than the others. Although while we inspect the results we can clearly see that (on average) the cooperation / integration was the most frequent way to manage conflict, and competition / combat was the rarest represented way, we have tried to identify between which couples of the strategies we can find statistically significant differences in relation to frequency of use (Table 6). Table 5. Friedmans test differences in average results between the dimensions of the questionnaire Use of Conflict Strategies (frequency of use conflict management strategies) VariableMean rank(2 -testSignificanceavoiding3.35110.172< .01competition/combat1.79adjustment3.51compromise2.23cooperation/integration4.12 Almost all the differences in the frequency between used ways of managing conflict are statistically significant. The difference wasnt statistically significant only in the frequency of the representation between the adjustment and avoidance of the conflicts. However, it turned out that the cooperation / integration is the most widely used, and the combat / competition is the rarest used conflict management strategy. We could expect such result, because we know from experience that in most life situations cooperation is considered as the most constructive and the most socially desirable strategy, while the fight / competition is the least desirable. Table 6. Wilcoxons test of equivalent pairs single comparisons of the differences in average results between the dimensions of the questionnaire Use of Conflict Strategies (frequency of use conflict management strategies) Pair of variablescompetition/ combat avoiding adjustment - avoidingcompromise - avoidingcooperation/ integration - avoidingadjustment - competition/ combatZ-5.486a-1.043b-4.653a-3.354b-5.482bSignificancep<.01p>.20p<.01p<.01p<.01Pair of variablescompromise - competition/ combatcooperation/ integration - competition/ combatcompromise - adjustmentcooperation/ integration - adjustmentcooperation/ integration - compromiseZ-3.219b-6.205b-5.031a-3.578b-6.399bSignificancep<.01p<.01p<.01p<.01p<.01 The main objective of this study was to determine the frequency of the representation for the ways of managing conflict at the employees of the Croatian Constitutional Court. We identified five different ways-strategies, by which people attempt to deal with conflict situations at work. These are: the competition / combat, cooperation / integration, compromise, adjustment and avoidance. At our subjects, the most common ways for managing conflicts are cooperation / integration, then adjustment and avoidaince conflict. Weeks(1994) advocates collaboration as the best behavioral pattern for resolving social conflicts. Thus, cooperation / integration can be understood as one of the best strategies for conflict management. Foloowing the results of this research, we can assume that our subjects often used this strategy (very probable successfully), compared to other ways of managing conflicts. However, while they relatively often use strategies that are actually used to avoid conflict (avoidance and adjustment), they rarely used the second constructive strategy (compromise). It is possible that less frequent use of this strategy stems from the nature (implicit definition) of a compromise as a partial recognition of own and others' interests. In fact, in practice is difficult to assess who tended more to neglected his own interests in favor of the person with whom we interact, or whether it was "partly appreciation" of his and others' interests fairly and equally for both parties in the communication. Because it is really hard to assess objectively, very easily someone could make the perception of greater own sacrifices, than of the other participant in the communication process, what can lead to the deepening conflict more than to its successful and constructive resolution. On the base of the values with the highest average scores, it is possible to assume that the participants in communicating with their business associates can attach greater importance of their mutual respect (fostering only "good relationship"), while often neglected personal goals and perhaps also the goals of communication. It is possible that their primary desire is to avoid conflict (primarily the combat / competition), so they decide to adjust or to avoid conflict. This can be linked with the belief that people can not argue with others without hostile conflict, and that this conflict could have long-term harm to their mutual relationship, as same as to their personal well-being. This belief can lead to long-term neglecting and cancel the the part of their goals, which can result in job dissatisfaction (and dissatisfaction with life in general). At such a consequence leads thinking about "anti-conflict culture" (Rijavec, 1995), in which those who cause or support the conflicts were not popular. On the other hand, the same belief disables the development of the constructive relations and cooperation with others. Data about the largest standard deviations (Tables 4 and 5) may indicate the possibility that some subjects may have ignored the importance of good communication with colleagues in favor of the fulfillment of personal goals (a large variability in dimension competition / combat), while the others at the same time care/dont care and/nor about the good communication and/nor about the fulfillment of personal goals. Next problem of the study was to determine the correlation between all dimensions of ways of managing conflicts with the work experience and the education level (Table 7). Hypothesis about the link between conflict strategies with work experience, we completely reject, because we did not find any statistically significant correlation between the work experience and ways of managing conflicts. The hypothesis about a statistically significant correlation between the education level and ways of managing conflicts, can be only partially supported. Specifically, we found only one negative and statistically significant correlation between the education level and use of strategy competition / combat. So, more educated subjects rarely use this non-constructive conflict management strategy, in most situations, what we could theoretically expect. But, the value of this correlation is quite low. So we could generally say that neither education level, nor work experience, showed no correlation with the use of conflict strategies. It is likely to say that the tendency to use certain conflict management strategies more depends about the other factors (personality, work environment, etc.). Namely, it is likely to say that learning effective ways how to manage conflicts more depends about the personality of the individual (his general inclination that react on conflicts in a certain way), or about a specific education (conflict management skills). Table 7. Correlation between all dimensions of the questionnaire Use of Conflict Strategies, with work experience and education level Variablesavoidingcompetition/ combatadjustmentcompromisecooperation/ integrationeducation level-.10-.24*-.20-.13-.23work experience .08-.18.08,10.04avoiding1.26*.13,43**.26*competition/combat1-.12,33**-.07adjustment1,06.57**compromise1.30*cooperation/integration1 Note: * significant correlations with p <, 05; ** correlations significant with p <.01 However, as additional informations about the results, we calculate the intercorrelations between the dimensions of ways of managing conflict (Table 7), and we found that there are significant positive correlations between the dimensions: avoidance with competition / combat, compromise and cooperation / integration; competition / combat with compromise; adjustment with cooperation / integration; compromise with cooperation / integration. Adjustment is the least correlated with the other dimensions of the questionnaire, and the avoidance the most. In general, the constructive strategies are more correlated between each other, such as constructive and less intercorrelated. However, avoidance correlated with most ways of managing conflict, perhaps because it can be "successful" and combined with one or another. For example, someone can try to fight, make compromise or to cooperate, and if these methods prove to be ineffective, hr "easily" may turn on to avoidance. Finally, we tried to determine whether there are sex differences in the ways of managing conflicts. Of all the ways of managing conflict, sex differences were found only for the adjustment strategy, in the direction of more frequent use of this strategy of managing conflicts in women (Table 8). So, from a total of two hypotheses that we could define for the expectations on the basis of sex stereotypes, we confirmed one: women in our sample more tend to neglect their own interests for the benefit of others, at the employee of the Constitutional Court. Sex differences in conflict management style combat / competition are not found. However, we determined statistically non-significant tendency that men are more inclined to this way of trying to solve conflicts (which is in line with our expectations). For other ways of managing conflict, as expected, we did not find statistically significant differences between men and women. Table 8. Sex differences in dimensions of the questionnaire Use of Conflict Strategies VariableSexArithmetical MeanStd. DeviationT-testSignificanceavoiding m14.743.71-1.03p>.20f15.712.93competition/ combatm12.503.92.36p>.20f12.172.92adjustmentm15.002.58-1.90p<.07f16.312.54compromisem13.952.68.84p>.20f13.381.97cooperation/ integrationm16.842.50-.39p>.20f17.192.28 In additional analysis, we compared the results between men and women for single items, and we found that statistically significant differences were found only for the first item, i.e. Nothing is so important to why I should interfere with my associates (t =- 2.00; p <.05), in the direction of the higher results for women, as it is evident from the arithmetic mean value. This further confirms the assumption that in the field of conflicts management at female civil servants in the Constitutional Court, some neglecting of their own interests and needs maybe really exists. On the other hand, numerous studies showed that there are some genetic biological differences between the men and women, relating to many aspects of the psychophysical functioning (Hyde, 1994), hence on the social aspect, too. Therefore, we can assume that the results are probably partly a consequence of the biological diversity between men and women, and partly a consequence of sex stereotypes and sex roles, accepted in our society. The research results in general show the dominance of ways of managing conflicts that exclude an open conflict, but also the dialogue, and problems are more likely prefered to be denied, when you can anticipate an open conflict. So, probably these results support the hypothesis about anti-conflict culture of the organization (Rijavec, 1995). According to this interpretation, the people that cause conflict are not particularly popular. However, this type of culture is a dysfunctional for a good business. From that aspect, the results of our study are not discouraging, because cooperation / integration is still most common way to manage the conflict. The main advantage of this research lies in the fact that we did not find the research that was conducted just to employees of the Constitutional Court. Sample (though appropriate) represents a larger part of the whole population of employees of this institution, and probably gives an insight into the dominant strategies for resolving conflicts in this population. However, research also has many limitations. Firstly, concluding about the entire sample and the sex differences, we must be aware of the limitations that in the examined sample is much more women, comparing to the number of men. Furthermore, the hypothesis about sex differences, we made primarily following job requirements at the officials of the Constitutional Court, but we did not take into account possible differences in the positions in the business hierarchy (we didnt collected this data type). On the other hand, some dimensions of the questionnaire have unsatisfactory metric properties (reliability), and precisely just those dimensions that indicate constructive ways of managing conflict (cooperation / integration and compromise). It is possible that low reliability or non-reliability of the results for some dimensions could be the consequence of the difficulties in adjustment of the construct invented outside our country to Croatian population. Outside of Croatia, the forms of communication may differ significantly from those in our country, especially in this specific type of institution (Constitutional Court). In fact, most examined constructs are designed on the basis of surveys conducted on the populations in Western cultures (Golby and Sheard, 2003). It is likely that there is little possibility of generalizing the results (such as for the population of civil servants), because of at least two reasons: the heterogeneity of the population of civil servants in the Republic of Croatia, and because of the specific population of employees of the Constitutional Court. A further limitation arises from the possibility of giving socially desirable answers to the claims, in spite of guaranteed anonymity and scientific purposes of the research. Namely, the cooperative (in this case constructive) conflict resolution strategies are commonly socially desirable, in relation to uncooperative. From the limitations of this study arises the possibility of future improvements. From the standpoint of the adequacy of the dimensions used in the questionnaire, after establishing the fact that the deviations of the obtained dimensions from the original exist, we could choose one of two strategies: add up the results according to the original dimensions, or to define new ones. We used the original dimensions, but it would be more appropriate to try to radically redefine the dimensions of the measuring instrument used, and hence redefining the construct of conflict management in general (as might be more appropriate for the conditions in Croatia, as same as for the employees of specific institution). Also, in future researches we could gather information about the subject's position in the hierarchy of the Constitutional Court. Furthermore, the sample of subjects could be randomized, or it can comprise the entire population of employees of the Constitutional Court. One of the strategies of choice of subjects might be stratification in relation to their sex. On the possible social desirability of the given answers to the questionnaire and on the lower possibility for generalization, we cant have significant impact (so in that sense, we havent suggested any improvements). From the aspect of the practical implications of the research, we can certainly suggest that we need to improve skills of the employees of the Constitutional Court in applying better strategies of conflict resolution, in accordance with the requirements of the moment and situation. Education is needed to raise awareness among employees need to revive respect towards different opinions and attitudes, to encourage them to be more self-critical and to seek creative solutions; for all these factors, a certain amount of conflict of opinions is required. Institutions in which officials live in "no conflict" atmosphere, become static, apathetic and unadaptable to changes, and suppressed problems become more intensive and harder solvable. Therefore, it is necessary to create conditions for free and open communication, for accepting differences and direct all employees to a common goal. Therefore, it is necessary to develop assertive behavior, to work on your own personality, learn how to successfully manage yourself, and consequently how to manage conflicts. Individual and institution as a whole at the end have to accept conflict as a useful, inevitable, but necessary components of life. Results of this study indicate the need for continuing professional development, with emphasis on developing strategies and skills, desirable asertive behavior in the conflict management. CONCLUSIONS There are statistically significant differences in the frequency of the representation of ways of managing conflict in the sample of employees of the Croatian Constitutional Court: the most common way to resolve conflicts was cooperation / integration, and the least common was competition / combat. No statistically significant correlations were found between the dimensions of conflict management and work experience. The only statistically significant (and negative) correlation was found between the education level and competition strategy / combat. However, the general conclusion could be that the relationship between the education level and work experience with the ways of managing conflict (with the exception of the single above mentioned significance) does not generally exist. There were no sex differences in relation to the supposed "sex-neutral" ways of managing conflict dimensions (compromise, cooperation and avoidance). However, in accordance with expectations, we found a statistically significant difference in the expected direction for the dimension of adjustment (higher average results of women). Contrary to our expectations was statistically non-significant sex difference in the dimension of competition / combat, where we expect the higher results for males. 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