The hypotheses: Integrating strategy indicates high power and low seriousness; negative strategy indicates low power and low seriousness; dominating strategy indicates high power and high seriousness; Intervening strategy indicates high power and low seriousness. The studies examined the strategies with regard to interpersonal conflicts in the workplace. The subjects were ten managers and fifty-four subordinates who worked at a car dealership. They were asked how they dealt with the conflict situations. Based on the correspondence analysis, these hypotheses were supported.