Organisational Conflict Notes

Aims of the Lecture
  • Define conflict
  • Discuss its positive and negative consequences in the workplace
  • Identify the different sources of conflict
  • Discuss the conflict process
  • Outline the different conflict resolution styles and the appropriate circumstances for each.
What is Conflict?
  • Conflict is commonly defined as a perception of differences or opposition.
  • Key points:
    • If no one is aware of a conflict, it does not exist.
    • Incompatibility and interaction are core components of the conflict process.
    • Conflict is a natural part of life, found both socially and in workplaces.
  • Definitions:
    • Thomas (1976): Conflict arises when one party perceives that another has frustrated a concern of value.
    • Rahim (2002): An interactive process characterized by incompatibility, disagreement, or dissonance among social entities.
Is Conflict Good or Bad?
  • The prevalent view is that conflicts are dysfunctional, as harmonious relations are viewed as more productive.
  • Employee-management conflicts can degrade effectiveness.
  • Low levels of disagreement may harm workplace relations.
  • Optimal Conflict Perspective (1970s): Organizations perform best with some level of conflict but suffer from excessive conflict.
  • Positive aspects of conflict:
    • Encourages active engagement and critical thinking among employees.
Types of Conflict
  • Dysfunctional Conflict: Hinders group performance.
    • Relationship-oriented (focus on personal disputes rather than task at hand).
    • Caused by differing values/beliefs, personality clashes, personal criticisms.
    • Effects of Dysfunctional Conflict:
    • Reduced performance
    • Increased stress
    • Decreased cohesion
    • Less information sharing
  • Functional Conflict: Supports group goals and enhances performance.
    • Task-focused (discussions center on the task rather than individuals).
    • Encourages respect and understanding during disagreements.
Management of Conflict
  • Initial rational discussions can spiral into emotionally charged arguments, changing functional conflict into dysfunctional conflict.
  • To minimize relationship conflict:
    • Emotional Intelligence: Helps regulate emotions during discussions.
    • Team Development: Enhances mutual understanding, reducing misinterpretation.
    • Psychological Safety Norms: Allow for open expression without threats to self-esteem.
Stages of Conflict
  1. Latent Conflict: Potential for conflict exists but is not yet recognized.
  2. Emergence: Recognition of opposing interests.
  3. Escalation: Conflict intensifies, emotions heighten.
  4. De-escalation/Negotiation: Intensity decreases through intervention.
When Might Conflict Escalate?
  • Factors leading to escalation:
    • Incompatible goals
    • Identity or moral issues
    • Lack of trust
    • The conflict spiral
How to De-escalate Conflict
  • Engage with empathy and without judgment.
  • Respect personal space.
  • Maintain neutral tone and body language.
  • Avoid over-reacting; focus on the reasoning behind feelings.
  • Establish and maintain boundaries.
Causes of Organizational Conflict
  • Organisational Structure and Design:
    • Vertical differential structures can create power struggles due to hierarchical authority.
    • Limited resources can incite competition.
    • Resistance to change can create conflict.
  • **Horizontal Differentiation: **
    • Varied expertise and goals may result in misunderstandings and competition between teams.
    • Role ambiguity can contribute to conflict.
  • Values & Perceptions:
    • Differences in personality can give rise to ‘personality clashes’.
  • Communication Issues:
    • Poor communication or inappropriate channels can lead to misunderstandings.
    • Cultural factors (e.g., blame, defensiveness, aggression) can further exacerbate conflict.
The Conflict Process
  • Reflect on a recent conflict:
    • Identify why it occurred, with whom, actions taken, and consequences.