Types of Conflict PDF

TYPES OF CONFLICT  Types of Conflict In Organizations In particular, a few types of conflict are common in organizations: Relationship conflict Task conflict Power/Status conflict Process conflict RELATIONSHIP CONFLICT Relationship conflict, arises from difference...

TYPES OF CONFLICT  Types of Conflict In Organizations In particular, a few types of conflict are common in organizations: Relationship conflict Task conflict Power/Status conflict Process conflict RELATIONSHIP CONFLICT Relationship conflict, arises from differences in personality, style, matters of taste, and even conflict styles. In organizations, people who would not ordinarily meet in real life are often thrown together and must try to get along. It’s no surprise, then, that relationship conflict can be common in organizations. If relationship conflict is improperly solved, it could contribute to lasting discourse amongst the team. Since relationship conflict is emotionally based, it could fundamentally shake a team’s foundation, ultimately leading to underperformance, resentment towards the team, and encourage employees to behave in a self-serving way. R E L A T IO N S H IP C O N F L IC T Relationship conflicts must be solved in a much more personal manner. Establishing psychological safety can empower a team by creating a space where members feel free to take risks and be vulnerable with one another. A common reason for initial differences between peers is failure to recognize common ground between one another. TASK CONFLICT Task conflict often involves concrete issues related to employees’ work assignments and can include disputes about how to divide up resources, differences of opinion on procedures and policies, managing expectations at work, and judgments and interpretation of facts. Of the types of conflict discussed here, task conflict may appear to be the simplest to resolve. But task conflict often turns out to have deeper roots and more complexity that it appears to have at first glance. TASK CONFLICT For example, coworkers who are arguing about which one of them should go to an out-of-town conference may have a deeper conflict based on a sense of rivalry. Task conflict requires more objective- based solutions and are issues that should be worked on before beginning a project. Unresolved task conflict can lead to project delays and cause financial implications, which can be detrimental to an organization. POWER/STATUS CONFLICT Power and control is another interesting factor in destructive conflict. When you think about power and control, you may imagine an individual you've worked with on a team, in a department or maybe a division. Power is very passionate to some individuals. Power is something that some people feel defines who they are. Maybe a title, maybe control over a team or a project, solicits a power position that can be very dysfunctional, and then of course cause destructive conflict. PROCESS CONFLICT A process conflict can be seen as similar to a task conflict, but process is disagreeing about how tasks are delegated and the best process for achieving them. Process conflict can occur when there are differing opinions on who should do a task or when someone tries to avoid responsibility. In a process conflict, for example, teammates might disagree about whether a decision will be made by group consensus or a single individual.  Other Types to Consider Economic Economic conflict is basically a situation where the sources are scarce. These sources can be many different things, they can be office supplies, they can be display fixtures, or company products. When the sources are scarce in an organization, employees tend to hoard these resources. Because they never know when access to them will become available.  Other Types to Consider Value Value conflict can arise from fundamental differences in identities and values, which can include differences in politics, religion, ethics, norms, and other deeply held beliefs. Although discussion of politics and religion is often taboo in organizations, disputes about values can arise in the context of work decisions and policies, such as whether to implement an affirmative action program or whether to take on a client with ties to a corrupt government. According to MIT professor Lawrence Susskind, disputes involving values tend to heighten defensiveness, distrust, and alienation. Parties can feel so strongly about standing by their values that they reject trades that would satisfy other interests they might have.  Why Knowing the Types of Conflict Matters It’s helpful to think about this framework when aiming to engage in constructive conflict, as some types of conflict are more productive than others. Identifying the type of conflict your team is facing can help discern whether to foster dialogue around the issue and continue the debate, or end it and move on. WHY K N O W IN G T H E T Y P E S O F CONFLICT MATTERS Cont. For instance, relationship conflict tends to negatively impact performance as it can increase hostility among group members, reduce collaboration, and take away from the task at hand. It almost always leads to negative team outcomes, and should be ended. Task conflict, however, can positively impact team performance as it necessitates an increased understanding of the task and promotes critical evaluation of others’ ideas. WHY K N O W IN G T H E T Y P E S O F CONFLICT MATTERS Cont. Process conflict is a bit of a mixed bag – in some cases, it can be beneficial as it helps to clarify each member’s role and the unique value they have to offer. In other cases (for instance, if people don’t feel their unique value is appreciated), it might turn into a power struggle centered on evaluating individual teammates. SOURCES OF CONFLICT 01. PROBLEM VS SOLUTION 02. PRODUCT 03. MARKET ANALYSIS 04. BUSINESS MODEL TABLE OF CONTENT CAUSES OF CONFLICT COMMUNICATIONAL ASPECT OF CONFLICT Lack of proper communication can be a cause of conflict. If due to poor communication, partial or misunderstood information is passed from the sender to the receiver, it can make a difference between success and failure of the task.  PROBLEM OF COMMUNICATION Too much or too little communication Filtering of communication which means that information is passed through many levels or through many members. Semantic problems arise due to differences in background, training, selection perception and inadequate information about others. Problem of noise BEHAVIORAL ASPECT OF CONFLICT The behavioral aspect of conflict arises out of human thought and feelings, emotions and attitudes, values and perceptions and personality traits. Some of the important causes of this aspect are: Some people’s values or perceptions of situations are particularly likely to generate conflict with others. This conflict may also be based on personal biases regarding religion, race or sex. Some conflicts are not about issues but about persons. Some families carry on enmity for generations. Can also arise due to differing viewpoints about various issues. Conflict between the goals of the formal organizations and the psychological needs of the individual; both are inconsistent. STRUCTURAL ASPECT OF CONFLICT These conflicts arise due to the structural design of the organizations.  FACTORS OF STRUCTURAL The larger the size of the organization, more will be the chance of conflict. Participation of the subordinates in the decision making process. If they are not allowed to participate, they will show resentment. Role ambiguity is also a cause of conflict. When the role of an individual is not clearly defined, it will cause conflict especially between this individual and other people who depend on their activities. Scarcity of resources cause conflict among people and unites who must share these and who have to compete for them. STRUCTURAL FACTORS  COMMON SPECIALIZATION INTERDEPENDENCE RESOURCES When jobs are highly Interdependence describes When multiple parties share specialized, employees the extent to which resources, there is potential become experts at certain employees rely on other for conflict. This potential is tasks. Highly specialized employees to get their work enhanced when the shared jobs can lead to conflict, done. If people all had resources become scarce. because people have little independent goals that awareness of the tasks that didn’t affect one another, others perform. everything would be fine. That’s not the case in many organizations. When there is a problem, it becomes easy to blame the other party, and conflict escalates.  REWARD SYSTEM AUTHORITY GOAL DIFFERENCES RELATIONSHIP When people have different An organization’s reward Some people resent goals, these goals may be system can be a source of authority more than others incompatible. Often, these conflict, particularly if the and this can create conflict. types of conflicts occur organization sets up a win- Additionally, some leaders because individuals do not lose environment for are more autocratic than have knowledge of the employee rewards. others and this compounds other’s objectives. the potential for conflict in Other forms of rewards that the relationship. might incite conflict include employee of the month or other major awards that are given on a competitive basis. PERSONAL FACTORS SKILL AND ABILITIES A group is composed of individuals with varying levels of skills and ability. Diversity in skills and abilities may be positive for the organization, but also holds potential for conflict, especially when jobs are interdependent. PERSONALITIES Individuals do not leave their personalities at the doorstep when they enter the workplace. Personality conflicts are realities in workgroups. You can’t expect to like all your co-workers, as would be the expectation that they will all like you. PERCEPTIONS Differences in perception can also lead to conflict. If managers and workers do not have a shared perception, it can create conflicts. Managers usually provide what they think employees want rather than what they really want. VALUES AND ETHICS differences in values and ethics also cause disagreement. Most have their own sets of values and ethics. The extent to which they apply these ethics in their workplace varies. Some people have strong desires for approval from others and will work to meet others’ ethical standards. Some are not. Some people strongly apply their own ethical standards. EMOTION The moods of others can be a source of conflict. Problem at home often spill over into the workplace, and the related moods can be hard for others to deal with. CULTURAL DIFF. While cultural differences are assets in organizations, sometimes they can be seen as a source of conflict. Often, these conflicts stem from a lack of understanding of another culture. Diversity training that emphasizes education on cultural differences can be helpful in preventing misunderstandings.