14.2 Causes of Conflict in Organizations

Conflict in organizations stems from various sources like task interdependencies, resource competition, and personality clashes. These factors can create tension between individuals and teams, impacting productivity and workplace harmony. Understanding the causes of conflict is crucial for effective management and resolution.

The conflict process model outlines four stages: frustration, conceptualization, behavior, and outcome. By recognizing these stages, managers can intervene early and choose appropriate resolution strategies. Different conflict resolution modes, such as competing, collaborating, or compromising, can be applied based on the situation and desired outcomes.

Causes of Conflict in Organizations

Factors in organizational conflict

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• Task interdependencies
  • Pooled interdependence: Each group performs separately, but the collective performance of all groups determines the success of the organization (marketing and sales departments)
  • Sequential interdependence: Output of one group becomes input for another group, creating potential for conflict if delays or quality issues arise (manufacturing and quality control)
  • Reciprocal interdependence: Output of one group becomes input for other groups and vice versa, leading to complex coordination challenges (product development and engineering teams)
• Resource competition
  • Scarcity of resources such as budgets, personnel, or equipment can lead to conflict between departments or teams vying for the same limited resources (marketing and R&D competing for budget allocations)
  • Disagreements over resource allocation priorities can arise when different groups have conflicting needs or goals (sales team requesting more staff while HR faces hiring freezes)
• Differences in goals and priorities among individuals or groups can lead to conflict when their objectives are misaligned or incompatible (production focusing on efficiency while quality control emphasizes thoroughness)
• Personality clashes and interpersonal tensions can contribute to conflict, particularly when individuals have differing communication styles, values, or work habits (an extroverted, spontaneous employee working with an introverted, detail-oriented colleague)
• Ambiguous roles and responsibilities can create confusion and conflict when individuals are unsure of their duties or when there is overlap between positions (two managers both believing they have authority over a particular project)
• Poor communication and misunderstandings can lead to conflict when information is not clearly conveyed or when assumptions are made without verification (a missed email leading to a missed deadline and frustration between team members)
• Power struggles and competition for influence can create conflict as individuals or groups seek to assert their authority or gain control over decisions and resources (two vice presidents vying for the CEO's attention and approval)
  • Power dynamics within an organization can exacerbate conflicts, especially when there are perceived imbalances or shifts in authority

Stages of conflict process model

1. Frustration (Latent conflict)
   • Conditions that create opportunities for conflict to arise, such as task interdependencies, resource competition, or personality differences
   • At this stage, the conflict is not yet visible, but the potential for it exists (two employees with drastically different work styles are assigned to the same project)
2. Conceptualization (Perceived conflict)
   • One or more parties become aware of the existence of conditions that can lead to conflict and perceive that the other party may interfere with their goals or interests
   • The conflict becomes recognized, but no visible actions have yet been taken (the employees realize their work styles are incompatible and anticipate difficulties in collaborating)
3. Behavior (Manifest conflict)
   • Conflict becomes visible through behaviors such as arguments, avoidance, or aggression as parties engage in actions that demonstrate the existence of conflict
   • This stage marks the point where the conflict is no longer hidden and begins to impact the work environment (the employees openly disagree during meetings and avoid communicating with each other)
   • Conflict escalation can occur if the situation is not addressed promptly, leading to more intense and widespread disagreements
4. Outcome (Conflict aftermath)
   • Consequences of the conflict can be functional or dysfunctional depending on how it is resolved
   • Functional outcomes include improved decision-making, increased creativity, or stronger relationships (the employees find a compromise and develop a more effective working relationship)
   • Dysfunctional outcomes include decreased productivity, damaged relationships, or escalated tensions (the conflict remains unresolved, leading to missed deadlines and a hostile work environment)

Conflict resolution modes comparison

• Competing (Forcing)
  • Assertive and uncooperative approach where one party seeks to satisfy their own interests at the expense of the other party
  • Appropriate when quick, decisive action is needed (a manager making a time-sensitive decision) or when defending against harmful actions (addressing an employee's unsafe work practices)
• Collaborating (Problem-solving)
  • Assertive and cooperative approach where parties work together to find an integrative solution that satisfies the concerns of all involved
  • Appropriate when seeking a win-win outcome that addresses everyone's needs (a cross-functional team working to develop a new product that meets the requirements of all departments)
  • Effective collaboration often requires strong negotiation skills to find mutually beneficial solutions
• Compromising (Sharing)
  • Moderately assertive and cooperative approach where parties seek a mutually acceptable solution that partially satisfies everyone's concerns
  • Appropriate when goals are important but not worth the potential disruption of more assertive modes (two managers agreeing to share limited resources to complete their respective projects)
• Avoiding (Withdrawal)
  • Unassertive and uncooperative approach where parties seek to sidestep or postpone the conflict rather than address it directly
  • Appropriate when an issue is trivial (a minor disagreement over office décor), when there is no chance of winning (a subordinate disagreeing with a senior executive's decision), or when the potential damage outweighs the benefits of resolution (avoiding a heated argument right before an important client meeting)
• Accommodating (Smoothing)
  • Unassertive and cooperative approach where one party neglects their own concerns to satisfy the concerns of the other party
  • Appropriate when preserving harmony and avoiding disruption are more important than the issues at hand (agreeing to a colleague's suggestion for a project even if you have reservations) or as a goodwill gesture to maintain a cooperative relationship (allowing a team member to take the lead on a presentation)

Organizational factors influencing conflict

• Organizational culture plays a significant role in how conflicts are perceived, addressed, and resolved within a company
• Cognitive biases can affect how individuals interpret situations and make decisions, potentially leading to misunderstandings and conflicts
• Emotional intelligence is crucial for effectively managing conflicts and maintaining positive relationships in the workplace