IntroductionAlmost every conflict situation consists of one side having more power than the other. When the power differential is significant, it usually has a major effect on both the issue and the dispute process. For the outcome of the conflict to be fair, both sides must be relatively equal when it comes to power if the resolution of the conflict is to be fair. If one party is much more powerful than another, it is more likely to impose its solution on the weaker party, which in turn will be forced to accept, because it has no other choice. (Tost, Gino & Larrick 2013) argues that “when a formal leader experiences a heightened subjective sense of power, he or she tends to dominate group discussions and interactions, which leads other team members to perceive that their opinions and perspectives they are not appreciated." This perceived imbalance certainly hinders any attempt to manage conflict in the workplace. When employees feel they have no authority or power, they tend to be disengaged, and disengaged employees affect productivity. Low productivity can be considered a form of dissatisfaction and therefore labeled as a conflict that must be addressed by both the employee and the manager. Conflict and Power The textbook definition of conflict is when two or more individuals or concepts appear to be incompatible, and in this case low productivity versus high productivity is the conflict that needs to be addressed between employee and manager. Power on the other hand is the ability to do something with either physical strength or force and in this case the employee perceives that the manager has all the power in this situation. This now becomes a power imbalance or struggle of greater proportions as the employee perceives that… middle of the paper… determines how efficiently and effectively the conflict is resolved. References Abigail, R. A., & Cahn, D. D. ( 2011). Manage conflict through communication. 4th edition. Boston: Allyn and Bacon.Fast, N., and Chen, S. (2009). When the boss feels inadequate: power, incompetence and aggression. Psychological Sciences, 20(11), 1406-1413. doi:10.1111/j.1467-9280.2009.02452.xGreer, L. L., & van Kleef, G. A. (2010). Equality versus differentiation: The effects of power dispersion on group interaction. Journal of Applied Psychology, 95(6), 1032-1044. doi:10.1037/a0020373Wilmot, W., & Hocker, J. (2011). Interpersonal conflict. 8th edition. New York: McGraw-Hill.Tost, L., Gino, F., & Larrick, R.P. (2013). When power leaves others speechless: The negative impact of leader power on team performance. Journal of the Academy of Management, 56(5), 1465-1486. doi:10.5465/amj.2011.0180