Harnessing–suppressing conflict: A paradox theory approach to conflict management in the creative economy

Understanding how managers manage conflict is important for individual and organizational outcomes. Prior research on conflict management has identified that managers have relatively stable patterns of conflict management styles linked to factors such as personality traits, cognitive styles, and culture. Based on 40 interviews with managers in the creative economy we draw on paradox theory to theorise conflict management as a paradox between harnessing and suppressing modes to managing conflict. We also advance our understanding of conflict management by demonstrating the importance of paradox mindset. We coin the term, paradox intensity, to show the link between conflict management and paradox mindset. We add to the literature on conflict management by theorising harnessing–suppressing as two poles of the conflict management paradox. We argue that paradox mindset and intensity are key in how conflicts are managed.