Conflict as it happens: Affective elements in a conflicted conversation between a consultant and clients

Abstract

Purpose

Although emotions are relevant for conflicted interactions, the role of emotions in organizational conflicts has remained understudied. The purpose of this paper is to contribute to this by looking at the role of nonverbal affective elements in conversations.

Design/methodology/approach

Bringing together organizational “becoming” and embodiment approaches, the study focused on a conflict which emerged during a multi-actor consulting conversation. The episode in question was analyzed via a detailed, micro-level discursive method which focused specifically on the participants’ use of prosodic and nonverbal behaviors.

Findings

Changes in prosody were found to have an important role in how the conflict between a consultant and an employee client emerged and was handled. Nonverbal and prosodic means had a central role in creating legitimate space for the employees’ feelings: they helped to validate the feelings and thus led the interlocutors to act in a more constructive manner in their handling of the conflicted situation.

Research limitations/implications

Findings are based on a single case study. Multi-modal analysis proved effective in capturing the relevant interactions in a comprehensive manner.

Practical implications

Conversational “traps” may be observed by becoming alert to interactional patterns involving repeated chains of actions. A nonverbal response, validating the interlocutor as someone who is entitled to her/his feelings, can be sufficient in providing emotional help in consultancy.

Social implications

Nonverbal elements of interactions are important in handling delicate issues in conflicts.

Originality/value

To the authors’ knowledge, no previous organizational research has provided a detailed description of a conflicted interaction “as it happened” between clients and a consultant.

Citation

Kykyri, V.-L. and Puutio, R. (2021), "Conflict as it happens: Affective elements in a conflicted conversation between a consultant and clients", Journal of Organizational Change Management, Vol. 34 No. 1, pp. 28-45. https://doi.org/10.1108/JOCM-10-2016-0222