Identify the source(s) of power available to you as the marketing assistant.

The major source of power is the delegation of responsibilities and duties by the marketing manager. The marketing manager allows the marketing assistant to make decisions, i.e. it is a shift of decision-making authority from one organizational level to a lower one. Therefore as a marketing assistant, I will be able to make a decision making within the limit of my responsibilities that will achieve the highest benefit for the organization as a whole.

The second source of power is my knowledge, which is my personal power in today's workplace. Knowledge is my power as the marketing assistant (i.e., conflict management skills, personal knowledge, etc.). In other words, knowledge of myself, knowledge of handling conflict, knowledge of the group that I am working with, effective communication skills, etc. Clearly this ties into the two questions already addressed below, as the conflict management skills and communication skills are the types of knowledge that give me the power as the marketing assistant. Good communications skills provide me with power by effectively communicating my needs to other, helps me to manage conflict effectively, helps to communicate my opinions to other's etc. Managing conflict effectively (using the skills discussed below) gives me the power. Decision making power comes from having these skills at my disposal at all times.

However, to have power through communicating effectively, managing conflict effectively, and dealing with difficult people effectively, etc, I must also first have a sense of personal power, fully understand what you want, desire and seek from my position as marketing assistant. Create and maximize my career advancement opportunities. Market myself more effectively within the company and beyond. Gain insight and leverage the fundamental differences between what motivates individuals and organizations. Promote my ideas and unique value within my work environment. With absolute clarity, understand and separate who I am from what I do. Self-confidence and self-mastery skills are very important.

In other words, my power as a marketing assistant is the ability or capacity to act in the right way and at the right time.

If the situation calls for resolution of conflict within a project staff team, my power comes from the delegation from the marketing manager and knowledge of conflict management in a group (i.e., Facilitate a constructive problem solving dialogue with key individuals or groups when there is a conflict. Clarify the consequences of not resolving differences, identify potential opportunities for compromise, and summarize the benefits of reaching a mutual resolution for everyone involved.

(Source: http://www.sas.com/offices/europe/belux/jobs/DB_Marketing_Assistant.html)
(Source: http://en.wikipedia.org/wiki/Delegation)

2. Based upon these sources of power, post your suggested appropriate strategies that you could use to resolve conflict within the project staff team.

A Rational Way of Resolving Conflicts
Facilitate a constructive problem solving dialogue with key individuals or groups when there is a conflict. Clarify the consequences of not resolving differences, identify potential opportunities for compromise, and summarize the benefits of reaching a mutual resolution for everyone involved.

Here is a model that may help in resolving interpersonal conflicts.

Identify the Problem. Have a discussion to understand both sides of the problem. The goal at this initial stage is to say what I want and to listen to what the other person wants. Define the things that we both agree on, as well as the ideas that have caused the disagreement. It is important to listen actively to what the other is saying, use "I" statements and avoid blame.

Come Up With Several Possible Solutions. This is the brainstorming phase. Drawing on the points that we both agree on and our shared goals generate a list of as many ideas as we can for solving the problem, regardless of how feasible they might be. Aim toward quantity of ideas rather than quality during this phase, and let creativity be our guide.

Evaluate These Alternative Solutions. Now go through the list of alternative solutions to the problem, one by one. Consider the pros and cons of the remaining solutions until the list is narrowed down to one or two of the best ways of handling the problem. It is important for each person to be honest in this phase. The solutions might not be ideal for either person and may involve compromise.

Decide on the Best Solution. Select the solution that seems mutually acceptable, even if it is not perfect for either party. As long as it seems fair and there is a mutual commitment to work with the decision, the conflict has a chance for resolution.

Implement the Solution. It is important to agree on the details of what each party must do, who is responsible for implementing various parts of the agreement, and what to do in case the agreement starts to break down.

Continue to Evaluate the Solution. Conflict resolutions should be seen as works in progress. Make it a point to ask the other person from time to time how things are going. Something unexpected might have come up or some aspect of the problem may have been overlooked. The decisions should be seen as open to revision, as long as the revisions are agreed upon mutually