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Three investigations are reported. In the first, questionnaire data from 74 managers, describing the way they and their immediate superiors dealt with conflicts between them, made it possible to relate five different methods of conflict resolution (withdrawing, smoothing, compromising, forcing, and confronting or problem solving) to two dependent variables: (1) constructive use of differences and disagreements, and (2) aspects of the superior-subordinate relationship in planning job targets and evaluating accomplishments. In general, withdrawing and forcing behaviors were negatively related to the dependent variables. Compromising was not related to these variables. Use of smoothing was inconsistently related (sometimes positive and sometimes negative). Only confronting or problem solving was always related positively to the dependent variables. In the second investigation, 57 managers provided written descriptions of times when they felt particularly "good," and particularly "bad," about the way an interpersonal conflict was resolved. They were then coded into one of the five methods of conflict-resolution mentioned above. Confrontation was found to characterize effective resolution; forcing and withdrawing, ineffective resolution. The third investigation examined an attitude underlying use of confrontation versus forcing methods—the superior's encouragement and acceptance of subordinate disagreement versus discouragement and rejection of subordinate disagreement. Perceived supervisory acceptance and encouragement of subordinate disagreement and differences were associated with higher subordinate satisfaction in five areas, and with selected supervisory behaviors. Certain aspects of the confrontation method of conflict resolution are then outlined. [ABSTRACT FROM AUTHOR]