"Have you seen the problem in the accounting documents that Employee B. posted?" Employee A asks Manager C. Manager C. then has the power in the form of decision-making. Either that manager will accept responsibility for Employee A's conflict and make the decision to look further into the issue, or that manager will place the responsibility back upon Employee A in a manner that makes he or she handle the issue themselves. Researchers have long noted that triangulation doesn't resolve an issue, but rather it often prolongs and amplifies disagreements and misunderstandings which leave managers and administrators who find themselves engaged in such tactics looking for constructive alternatives (Hiebert and Klatt, 2001, p. 370). Triangulation is a tactic that is often utilized by individuals in the workplace, and I have found myself party to the exchange of questioning and communication on more than one occasion. In certain circumstances, office conversation and internal communication may hinder an individual from understanding...

Especially in situations where conflict has been noted and attributed to the work of another person, triangulating conflict and concern as to issues in the workplace of which one is not directly concerned should rarely be taken to a higher level of involvement without the inclusion of all parties involved, which is an aspect of triangulation in the workplace that often needs to be experienced in order to be fully understood.
References

Hiebert, M. And Klatt, B. (2001). The encyclopedia of leadership: a practical guide to popular leadership theories and techniques. New York, NY: McGraw-Hill Publications. Print.

Lyons, C. (2011 January 24). Managers, beware dangers of triangulation in the workplace. Portsmouth Herald. Evening Ed. Web. Retrieved from: http://www.seacoastonline.com/articles/20110124-BIZ-101240319 on 1 November 2011.

Triangulation