Organisational Behaviour: Organisational Conflict Summary

Organisational Conflict

Definition of Conflict

  • Conflict arises from the perception of differences or opposition.
  • It involves opposition, incompatibility, and interaction, forming a conflict process.
  • Thomas (1976): Conflict starts when someone perceives another party has frustrated a concern of value.
  • Rahim (2002): It's an interactive process with incompatibility or disagreement within social entities.

Positive and Negative Consequences of Conflict

  • Traditional view: Conflicts are dysfunctional and undermine organizational effectiveness.
  • Optimal conflict perspective (1970s): Organizations benefit from some conflict but suffer with high levels.
  • Differences in opinion can stimulate active thinking.

Types of Conflict

  • Dysfunctional Conflict: Hinders group performance.
    • Relationship-oriented: Focuses on personal qualities rather than ideas.
      • Includes differing values, personality clashes, and personal criticisms.
    • Effects: Lower performance, higher stress, less cohesion, reduced information sharing.
  • Functional Conflict: Supports group goals and improves performance.
    • Task-focused: Centers on differences of opinions or ideas related to the task.
    • Leads to increased understanding of the decision rationale.
  • Functional conflict can turn dysfunctional.

Minimizing Relationship Conflict

  • Emotional intelligence: Better emotion regulation during discussions.
  • Team development: Mutual understanding reduces misinterpretations.
  • Norms that support psychological safety: Encourages presenting unusual ideas without fear.

Conflict Process Stages

  • Latent Conflict: Potential for conflict exists.
  • Emergence: Recognition of opposing interests.
  • Escalation: Conflict intensifies, emotions heighten.
  • De-escalation/Negotiation: Conflict intensity decreases.
  • Conflict Resolution

Factors Leading to Conflict Escalation

  • Incompatible goals.
  • Identity or moral issues.
  • Lack of trust.
  • Conflict spiral.

De-escalation Strategies

  • Be empathetic and non-judgmental.
  • Respect personal space.
  • Maintain a neutral tone and body language.
  • Avoid over-reacting.
  • Focus on the thoughts behind the feelings.
  • Set boundaries.

Causes of Conflict in Organizations

  • Organisational Structure and Design
    • Vertical differentiated organizations: Competition for power among management levels.
    • Horizontal differentiated organizations: Differences in expertise and priorities across departments.
    • Ambiguity regarding roles: Lack of clarity about responsibilities.
    • Interdependence, Silo Mentality.
  • Values, perceptions, personalities: Personality clashes.
  • Poor communication: Inappropriate channel use.
  • Cultural factors: Blame, defensive, or aggressive cultures.