Advantages and disadvantages of conflicts

Conflicts
The word “conflict” tends to generate
images of anger, fighting, and other ugly thoughts
that leave people bruised and beaten. Conflict isn’t
uncommon in the workplace, and it isn’t always
good. But it isn’t always a bad thing, either.

Advantages
and
Disadvantages
of Conflict

Advantages of Conflict
Conflict Encourages New Thinking
Conflict Raises Questions
Conflict Builds Relationships
Conflict Opens Minds
Conflicts Beats Stagnation

Conflict Encourages New Thinking
Although it is often assumed that people avoid conflict, many
people actually enjoy conflict to a certain degree because it can be
the stimulus for new thinking. Considering a different point of view –
which in certain cases represents conflict – can open up new
possibilities and help to generate new ideas that might otherwise
have not been considered.

Conflict Raises Questions
Organizational conflict usually leads to a series of questions
for those on both sides of any issues. Those questions can lead to
new ideas and breakthroughs in thinking that can benefit individuals,
departments and organizations. When there is no conflict, nothing
changes. There is no need to question or challenge the status quo.
Conflict represents an opportunity to reconsider, which can lead to
breakthrough thinking.

Conflict Builds Relationships
Being agreeable is nice, but encouraging conflict can actually strengthen
relationships. Organizational conflict between individuals, departments and even
competitors can help to build relationships through mutual understanding and
respect. Learning to listen and listening to learn leads to insights valued by both
sides in any conflict situation. Leaders who sincerely value the opinions and ideas
of their subordinates are not only more effective leaders, they are also considered
more valuable by their employees. If an employee feels that management values
his opinion, that employee will value his work more and overall morale will
increase.

Conflict Opens Minds
Organizations that teach employees how to manage conflict
effectively create a climate of innovation that encourages creative
thinking and opens minds to new, previously unexplored,
possibilities. Considering the possibility for new ways of approaching
challenges and meeting the demands of a competitive business
world can result in improvements that benefit staff as well as the
organization.

Conflicts Beats Stagnation
Organizations that avoid conflict avoid change. Avoiding
change is futile and can lead to the demise of even successful
organizations. Companies that encourage staff to approach conflict
in positive and productive ways, can beat the stagnation that opens
the doors to competitors and challenges the ability to continue to
provide customers with new and innovation solutions to meet their
needs.

Disadvantages of Conflict
Time-consuming process
Potential for escalation
Emotional stress and strain
Negative impact on the work environment

Time-consuming process
Conflict resolution involves some key aspects and responsibilities,
which both parties must partake in and understand, as follows below:
a) Resolving conflicts requires time and effort for information gathering and
analysis
b) The process may divert resources from other tasks and responsibilities
c) Lengthy conflict resolution procedures can delay decision-making and
hinder progress

Potential for escalation
In cases where both parties face issues resolving their conflict
successfully, these are the potential consequences that may arise:
a) If conflicts are not handled carefully, they may escalate and become
more difficult to manage
b) Poor communication or unresolved issues can intensify conflicts
and create further tension
c) Escalated conflicts can lead to damaged relationships and negative
outcomes

Emotional stress and strain
Every party involved in the conflict will be expending a
significant amount of resources with the corresponding
consequences, described as follows:
a) Engaging in conflict management can be emotionally
challenging and draining
b) Dealing with conflicting viewpoints and emotions can cause
stress and anxiety
c) Emotional strain from unresolved conflicts can impact individual
well-being and performance

Negative impact on the work environment
Unresolved conflicts can severely impact the holding environment
and the involved parties’ overall temperament in the following ways:
a) Lingering conflicts can create a tense and uncomfortable atmosphere
b) Unresolved conflicts can hamper collaboration and teamwork
c) The negative work environment resulting from conflicts can affect overall
morale and productivity

Managing Conflicts
Analyze the conflict.
Stay calm and focus on the common
goal.
Separate the person from the
problem.
Be an active listener.
Share your position.
Use neutral language.
Reflect on the situation.
Work together to compromise and find a
solution.
Make a resolution plan.
Pick your battles.
Agree to disagree.
Forgive each other.
Ask a third party for help.
Build up more positive

Managing Conflicts
Analyze the conflict.
Conflicts can seem very complicated when in reality, there are typically 1 or 2 main causes. Think
carefully about the situation to pinpoint the central issues at the heart of the conflict. Identifying the root
cause will allow you to better articulate your concerns and focus your perspective.
• Ask yourself a few questions. What event triggered the conflict? Are you angry, and why? What do you
want but aren't getting? Is your anger justified, or are you overreacting? Identify the key players
involved as well.
• For example, if you’re upset that a coworker has left early several days in a row, the root cause of the
conflict could be your frustration at feeling like you’ve been doing more than your fair share or the work.
• Make a list of the issues at hand and study the ones that overlap. If the root cause of the conflict isn't
obvious, overlapping issues can often tell you exactly what it is.
• You might have an intrapersonal (internal) conflict instead. It's also vital to analyze conflicts that exist
within yourself. Try journaling to keep track of your feelings and pinpoint the source of your inner
turmoil.

Managing Conflicts
Stay calm and focus on the common
goal.
Keeping a level head prevents conflict from escalating further
Whether you're directly involved in the conflict or in the middle of a conflict between other
people, keep calm to ensure the situation doesn't escalate. The common goal in any conflict should be
to manage and resolve the problem fairly; make this your priority and ensure everyone else is on board
too.
•Acknowledge the conflict rather than avoiding it. Conflict can only be solved when addressed directly
and embraced as an opportunity for growth!
•If you’re feeling overwhelmed or anxious, consider taking a step back before confronting the problem.
Conflicts are less likely to be solved rationally when either side is flooded with emotions.
•When managing a conflict for coworkers or subordinates, reassure them that you'll be as objective as
possible while you work together.

Separate the person from the
problem.
Managing Conflicts
Resolve conflict by focusing on the issue, not the person involved. View the problem as a specific
incident or behavior instead of blaming the other person's character as a whole. This makes the conflict
feel less personal for both parties and thus makes it easier to solve. It can also salvage your
relationship with the other person, where otherwise you might decide not to work with them anymore.
•For example, if someone in the office is being disruptive, focus on minimizing the behavior rather than
accusing the person responsible. Say, “There were a lot of disruptions today,” rather than, “You’re
disruptive and rude.”

Be an active listener.
Managing Conflicts
Active listening promotes positive, open, and respectful communication
In social situations, it can be a powerful tool to ensure you understand what someone else is
saying. Give the other person time to talk uninterrupted and listen non-judgmentally. Maintain steady
(but non-aggressive) eye contact and focus on them without trying to think of a rebuttal while they
speak.
•Save all questions and comments until they've fully outlined their position and finished speaking.
•Avoid body language that suggests judgment or anger, such as eye-rolling, tightly crossed arms or
legs, or smirking. Being non-judgmental will make the other person feel like they can trust you.
•Encourage the person with simple affirming comments or gestures. A quick nod or a simple "Mmhm"
can let them know you're paying attention to them.
•Show compassion for the other person's position. They'll be more agreeable if they see you're trying to
understand where they're coming from.

Managing Conflicts
Share your position.
Be specific to help the other person understand your perspective
Let the other person know how you feel, the specific problem, and its impact on you. Use "I"-
based statements to keep the conversation focused on your needs and emotions. Then, list a few
specific scenarios that illustrate your point so the other person can see things from your point of view.
•Start "I"-based statements with "I feel...", "I think..." You could tell a coworker, "I feel like my ideas are
sometimes overlooked," instead of the more accusatory alternative, "You never listen to my ideas!"
•Specific examples can drive your point home. If you feel overlooked at work, you could say, "I was
disappointed when my suggestions weren’t included in yesterday’s project notes."
•In the case of an intrapersonal conflict, take the time to acknowledge your own feelings. Be aware of
what you're feeling and why, even negative emotions like sadness, loneliness, frustration, and anger.

Use neutral language.
Managing Conflicts
Neutral language keeps the discussion objective and non-judgmental
Inflammatory language (like profanity, name-calling, and put-downs) only escalates the conflict.
Instead, keep the discussion less emotional by using objective language. Rephrase negative statements into
neutral comments and ask sincere questions to get your coworker’s side of the story and use a calm, even tone
of voice.
•An example of inflammatory language would be telling a colleague, “You tried to undermine me in front of our
boss! You’re a backstabber who wants to make me look bad.”
•Rephrase this by saying something like, “I’m wondering why my presentation was interrupted yesterday; I really
wanted to show the supervisor my work. Could you help me understand what happened?”
•Use lots of neutral phrases like “Help me understand…”, “I wonder if…”, or, “How can we solve this?” Neutral
language includes any phrasing that doesn’t attack the other person.
•If your colleague uses inflammatory language, don't hesitate to ask them to stop or get a mediator to help. Be
polite but firm, keep a cool head, and don't let them rile you up too.

Managing Conflicts
Reflect on the situation.
Show all parties that you hear and understand their concerns
Often, conflict stems from one party feeling as though they're not being heard or understood.
Take time throughout your conversation to reiterate what the other person says. This will help you clarify
your understanding of the situation and convey to the other person that you do hear them.
•Say you have a conflict with a coworker, and they've explained their position to you. You could say, "To
clarify, you feel you were overlooked for the new project and would like to be a part of the planning
committee."
•Once you reflect on the situation, let the other person confirm or correct you. Either way, this ensures
that you're both on the same page.
•If you reach an impasse, ask the other person for a break so you can think over the situation further and
reanalyze your perspective on the matter. Specify a day and time when you can both pick up the
discussion.
•Consider sending your coworker an objective summary of the last discussion. This reiterates your
understanding of the situation and keeps both of you accountable.

Managing Conflicts
Work together to compromise and find a
solution.
Cooperation encourages everyone to stop tossing around the blame
Resolve the conflict by working together and brainstorming solutions to the conflict that
addresses everyone's concerns. Write down your ideas and see if there's one solution that both of you
find fair and reasonable. A good resolution usually involves compromise—meeting halfway so that you
both leave satisfied.
•Be creative! Come up with multiple solutions that all address your common goal of resolving the
situation fairly. Think outside the box to find the best option for everyone.
•For example, if you disagree with a coworker over the style of a joint project, put your heads together
and figure out what you particularly like about each style. Can you combine styles and salvage your
favorite parts of each?
•While compromise is a good route, remember that you shouldn't have to compromise your integrity to
make someone else happy.
•For an intrapersonal conflict, brainstorm solutions and write them down. Take an honest look at the
situation and weigh your options before deciding.

Managing Conflicts
Make a resolution plan.
A plan defines each party's responsibilities and prevents more conflict
After finding a solution everyone can agree on, sit down together and figure out what you'll
all do to resolve the dispute. How will the immediate problem be fixed? What other practices might
help avoid future conflict and maintain positive communication? Ensure everyone involved
collaborates on the win-win solution.
•As you put together a plan, let everyone know you appreciate their efforts and that you're willing to
get together soon to check on progress.

Managing Conflicts
Pick your battles.
Not all conflicts are worth holding onto at the cost of your energy
Some issues can't be solved to the satisfaction of both parties, especially if one person rejects
any negotiation. In those cases, ask yourself how much the issue at the core of the conflict matters to
you. Are you willing to concede or keep dialoguing to reach a different resolution? Is this conflict worth
your time and energy?
•If you decide the conflict isn't worth your energy, give the other person a simple concession. You don't
need to back down if you're justifiably frustrated, but you don't need to fight a battle that's more trouble
than it's worth.
•Conceding doesn't mean saying, "You're right, and I'm wrong." Instead, say, "I've thought about the
situation, and I think you feel more strongly about it than I do. I'm willing back you up and put the issue to
rest."

Managing Conflicts
Agree to disagree.
Focus on finding a solution rather than determining who is “right.”
Remember that truth is relative; what one person considers true is not necessarily true for
someone else. Look for mutually agreeable solutions with your coworker rather than arguing your
opinions. In the end, it doesn't matter who is right—and placing blame drags out the conflict.
•For example, consider the differing testimony of various coworkers who have heard about the same
conflict from several different sources. Truth depends on a person's point of view.

Managing Conflicts
Forgive each other.
Forgiveness is the easiest path towards future cooperation
Apologize if you have wronged each other somehow, and find a place that allows you to
truly forgive each other. Even if you can't completely forget what happened, forgiveness is the most
mature route, allowing you to put the conflict behind you fully. Be honest and genuine with the other
person and accept their apology if they offer one.
•If you can't forgive the other person, then at the very least maintain a distantly polite or professional
demeanor when you have to see or work with them.
•It takes strong character and compassion to forgive someone. If you can forgive someone who hurt
you, be proud of yourself for moving on from the conflict!

Managing Conflicts
Ask a third party for help.
A trusted confidante can give you confidential, objective advice
If you feel that you're getting nowhere (or things are getting worse), ask for help managing
the conflict. Consult a manager, seek professional counseling, or ask a close mutual friend for help. A
third party can offer a better perspective in situations where the people involved are so emotionally
invested that it's hard to think straight.
•Generally, you should always deal directly with the person you're in conflict with and keep any
discussions confidential. However, a third party is sometimes necessary if the conflict escalates.
•In situations where the conflict is internal (intrapersonal), feel free to consult a friend, family member,
or counselor whenever you think it's necessary. Outside advice will help you look at the problem
objectively.

Managing Conflicts
Build up more positive
relationships.
Collaborate and bond with co-workers to prevent future conflict
After successfully managing a conflict, offer them sincere thanks for working with you. From
that point forward, continue to acknowledge and compliment their progress. Build a more positive
relationship between the two of you over time and communicate regularly to prevent more conflicts.
•The next time you work on something together, celebrate the progress you've both made. "This has
been great! I'm delighted we got the chance to collaborate again."
•Offer the other person a compliment on their work every so often. "That presentation was really well
done! You clearly worked hard on it."

Transactional
Analysis of
Human Behavior

Transactional Analysis of Human Behavior
Organizational behavior is a complex field that delves into the intricacies of how individuals
interact within a workplace. To enhance productivity and foster healthy relationships among employees,
professionals often turn to various psychological theories and frameworks. One such framework that
has gained prominence in the realm of organizational behavior is Transactional Analysis (TA).
Transactional Analysis, often abbreviated as TA, is a theory of personality and communication
developed by psychiatrist and psychotherapist Eric Berne in the 1950s. It is grounded in the belief that
human beings have three ego states—Parent, Adult, and Child—and that these ego states influence
our interactions with others. TA focuses on analyzing these ego states to better understand and
improve interpersonal relationships and communication.

In TA, transactions are interactions or exchanges of communication between individuals. These
transactions can be categorized into three main types:
Complementary Transactions
These are transactions where the
ego states of both parties match.
For example, an Adult-to-Adult
conversation is a complementary
transaction.
Crossed Transactions:
In these transactions, the ego
states of the interacting parties do
not match, leading to
miscommunication and potential
conflicts.
Ulterior Transactions
These transactions involve
hidden or ulterior motives,
often stemming from
unresolved issues in the past.

Transactional Analysis can be a powerful tool in organizational behavior for several reasons:
-Improved Communication: Understanding the ego states and transactional patterns of team members can help enhance
communication and reduce misunderstandings within the workplace.
-Conflict Resolution: TA provides a framework for identifying and resolving conflicts by analyzing the ego states involved in the conflict
and finding ways to facilitate more effective transactions.
-Leadership and Management: Leaders can use TA concepts to develop better leadership styles and foster a positive organizational
culture by encouraging Adult-to-Adult interactions and avoiding detrimental Parent-to-Child dynamics.
-Personal Development: By recognizing and challenging limiting life scripts, employees can experience personal growth and increase
their effectiveness in the workplace.

Transactional Analysis offers valuable insights into human interactions and communication within the
context of organizational behavior. By applying its concepts, individuals and organizations can foster
healthier relationships, improve communication, and ultimately create a more productive and
harmonious work environment. Understanding the ego states and transactions at play in our daily
interactions can lead to a more successful and fulfilling professional life.

Transactional
Analysis of
Human Behavior
• Stage 1: The Parent Ego State
• Stage 2: The Adult Ego State
• Stage 3: The Child Ego State

Stage 1: The Parent Ego State
The first stage of Transactional Analysis is the Parent Ego State. This stage represents the
influence of external authority figures on an individual's behavior, thoughts, and beliefs.
It is often divided into two parts:
Nurturing Parent
This aspect of the Parent Ego State reflects the
positive influence of caregivers, mentors, and role models. It
encompasses feelings of care, support, and guidance. When
operating from this state, individuals exhibit behaviors such as
nurturing, advising, and protecting.
Critical Parent
In contrast, the Critical Parent represents the negative
influence of authority figures. It involves the internalization of critical
or restrictive messages from parents or other authority figures.
When individuals operate from this state, they tend to be
judgmental, controlling, and critical of themselves and others.

Stage 2: The Adult Ego State
The second stage of Transactional Analysis is the Adult Ego State. This stage represents an
individual's ability to think, analyze, and make decisions rationally and objectively, free from the influence
of the Parent and Child Ego States.
The Adult Ego State is characterized by:
Logical Thinking
Individuals in the Adult Ego
State engage in logical and analytical
thinking. They make decisions based on
facts, evidence, and reason rather than
emotional reactions.
Problem-Solving
This stage is responsible for
problem-solving and making informed
choices. People in the Adult Ego State are
adaptable and capable of finding practical
solutions to challenges.
Effective Communication
Effective communication is a
hallmark of the Adult Ego State. It allows
individuals to express their thoughts and
feelings clearly and assertively without
becoming overly passive or aggressive.

Stage 3: The Child Ego State
The third stage of Transactional Analysis is the Child Ego State. This stage represents
an individual's emotions, feelings, and behaviors rooted in their childhood experiences.
It is further divided into two parts:
Adaptive Child
The Adaptive Child Ego State encompasses behaviors and
emotions that were deemed acceptable by caregivers during
childhood. This includes traits like curiosity, playfulness, and a
sense of wonder.
Rebellious Child
On the other hand, the Rebellious Child Ego State
comprises behaviors and emotions that were discouraged or
punished during childhood. This may manifest as defiance,
stubbornness, or emotional outbursts.

Classification
of Power
•reward power
•coercive power
•legitimate power
•referent power
•expert power

Classification of Power
Reward power The ability to distribute positive or negative rewards
Coercive power The ability to dispense punishments
Legitimate power
Authority that comes from a belief on the part of those being
influenced that the person has a legitimate right to demand
conformity.
Referent power
Influence based on identification with, attraction to, or respect for
the power-holder
Expert power
Power that comes from other’s beliefs that the power-holder
possesses superior skills and abilities

Reward Power
Reward power occurs when one person is able to influence others by providing them with positive outcomes.
Bosses have reward power over employees because they are able to increase employees’ salary and job
benefits, and teachers have reward power over students because they can assign high marks. The variety of
rewards that can be used by the powerful is almost endless and includes verbal praise or approval, the
awarding of status or prestige, and even direct financial payment.
The ability to wield reward power over those we want to influence is contingent on the needs of the
person being influenced. Power is greater when the person being influenced has a strong desire to obtain the
reward, and power is weaker when the individual does not need the reward. A boss will have more influence
on an employee who has no other job prospects than on one who is being sought after by other corporations,
and expensive presents will be more effective in persuading those who cannot buy the items with their own
money. Because the change in behavior that results from reward power is driven by the reward itself, its use is
usually more likely to produce public conformity than private acceptance.

Coercive Power
Coercive power is power that is based on the ability to create negative outcomes for others, for instance by bullying, intimidating, or otherwise
punishing. Bosses have coercive power over employees if they are able (and willing) to punish employees by reducing their salary, demoting them
to a lower position, embarrassing them, or firing them. And friends can coerce each other through teasing, humiliation, and ostracism. As with
reward power, coercive power is effective only when the person being influenced is dependent upon the power-holder. Furthermore, coercion works
only if the person being influenced does not leave the group entirely—people who are punished too much are likely to look for other situations that
provide more positive outcomes.
In many cases power-holders use reward and coercive power at the same time—for instance, by increasing salaries as a result of positive
performance but also threatening to reduce them if the performance drops. Because the use of coercion has such negative consequences,
authorities are generally more likely to use reward than coercive power. Coercion is usually more difficult to use, since it often requires energy to
keep the person from avoiding the punishment by leaving the situation altogether. And coercive power is less desirable for both the power-holder
and the person being influenced because it creates an environment of negative feelings and distrust that is likely to make interactions difficult,
undermine satisfaction, and lead to retaliation against the power-holder.
As with reward power, coercive power is more likely to produce public conformity than private acceptance. Further- more, in both cases the effective
use of the power requires that the power-holder continually monitor the behavior of the target to be sure that he or she is complying. This monitoring
may itself lead to a sense of mistrust between the two individuals in the relationship. The power-holder feels (perhaps unjustly) that the target is only
complying due to the monitoring, whereas the target feels (again perhaps unjustly) that the power-holder does not trust him or her.

Legitimate Power
Whereas reward and coercive power are likely to produce conformity, other types of power, which are not so highly focused around reward and punishment,
are more likely to create changes in attitudes as well as behavior. In many ways, then, these sources of power are stronger because they produce real belief
change. Legitimate power is power vested in those who are appointed or elected to positions of authority, such as teachers, politicians, policemen, and
judges, and their power is successful because members of the group accept it as appropriate. We accept that governments can levy taxes and that judges
can decide the outcomes of court cases because we see these groups and individuals as valid parts of our society. Individuals with legitimate power can exert
substantial influence on their followers. Those with legitimate power may not only create changes in the behavior of others but also have the power to create
and change the social norms of the group.
In some cases legitimate power is given to the authority figure as a result of laws or elections, or as part of the norms, traditions, and values of the society.
The power that the experimenter had over the research participants in Milgram’s study on obedience seems to have been primarily the result of his legitimate
power as a respected scientist at an important university. In other cases, legitimate power comes more informally, as a result of being a respected group
member. People who contribute to the group process and follow group norms gain status within the group and therefore earn legitimate power.
In some cases, legitimate power can even be used successfully by those who do not seem to have much power. You may recall that after Hurricane Katrina
hit the city of New Orleans in 2005, the people there demanded that the federal government help them rebuild the city. Although these people did not have
much reward or coercive power, they were nevertheless perceived as good and respected citizens of the United States. Many U.S. citizens tend to believe
that people who do not have as much as others (for instance, those who are very poor) should be treated fairly and that these people may legitimately
demand resources from those who have more. This might not always work, but to the extent that it does it represents a type of legitimate power—power that
comes from a belief in the appropriateness or obligation to respond to the requests of others with legitimate standing.

Referent Power
People with referent power have an ability to influence others because they can lead those others to identify with them. In
this case, the person who provides the influence is
(a) a member of an important reference group—someone we personally admire and attempt to emulate;
(b) a charismatic, dynamic, and persuasive leader; or
(c) a person who is particularly attractive or famous.
A young child who mimics the opinions or behaviors of an older sibling or a famous baseball player, or a churchgoer who
follows the advice of a respected church leader, is influenced by referent power. Referent power generally produces private
acceptance rather than public conformity.
The influence brought on by referent power may occur in a passive sense because the person being emulated does not
necessarily attempt to influence others, and the person who is being influenced may not even realize that the influence is
occurring. In other cases, however, the person with referent power (such as the leader of a cult) may make full use of his or
her status as the target of identification or respect to produce change. In either case, referent power is a particularly strong
source of influence because it is likely to result in the acceptance of the opinions of the important other.

Expert Power
French and Raven’s final source of power is expert power. Experts have knowledge or information, and
conforming to those whom we perceive to be experts is useful for making decisions about issues for
which we have insufficient expertise. Expert power thus represents a type of informational influence
based on the fundamental desire to obtain valid and accurate information, and where the outcome is
likely to be private acceptance. Conformity to the beliefs or instructions of doctors, teachers, lawyers,
and computer experts is an example of expert influence; we assume that these individuals have valid
information about their areas of expertise, and we accept their opinions based on this perceived
expertise (particularly if their advice seems to be successful in solving problems). Indeed, one method of
increasing one’s power is to become an expert in a domain. Expert power is increased for those who
possess more information about a relevant topic than others do because the others must turn to this
individual to gain the information. You can see, then, that if you want to influence others, it can be useful
to gain as much information about the topic as you can.

References
How Can Conflict Be Good for an Organization? (chron.com)
What Is Conflict? | Organizational Behavior and Human Relations (lumenlearning.com)
1.4 Benefits and Challenges of Conflict – Conflict Management (pressbooks.pub)
Advantages & Disadvantages of Conflict in Organizations | Small Business - Chron.com
Advantages and Disadvantages of Conflict - KNEC notes and Revision materials
Advantages and Disadvantages of Conflict Management: Explained (theknowledgeacademy.com).
How to Manage Conflict: 15 Key Conflict Resolution Skills (wikihow.com)
Exploring the 3 Stages of Transactional Analysis (wellness-institute.org)
Power and Politics in an Organization | PPT (slideshare.net)
22.3: Types Of Power - Social Sci LibreTexts

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