Dynamics of Organizational Behavior: Conflict | Management Optional Notes for UPSC PDF Download

Introduction

• Definition of Conflict: Conflict is a disagreement among employees in an organization. It can also be seen as a clash of interests, arising from differences in opinions on various issues.
• Nature of Conflict: Conflicts often stem from variations in perception among employees, leading to differing opinions on organizational matters.
• Example Scenario: For instance, when deciding whether to change working hours or maintain the existing schedule, employees are likely to express diverse views. The employer must seek consensus to ensure support for the final decision.
• Perception Differences: Conflicts arise primarily due to variations in how individuals perceive situations or issues within the organization.
• Resolution through Consensus: To address conflicts, it is crucial for the employer to establish a secure consensus among employees. This ensures that the proposed solution gains the support of everyone in the organization.
• Conflict vs. Dispute: Conflicts differ from disputes. In conflicts, solutions can be found at the organizational level, and matters may be referred to an impartial mediator for resolution.
• Organizational Resolution: Unlike disputes that may escalate, conflicts can be resolved within the organization by seeking common ground and involving impartial mediation if necessary.

Definitions of Conflict

• John W. Newstrom and Keith Davis: Conflict refers to any situation where two or more parties perceive themselves as being in opposition. It is an interpersonal process that emerges from disagreements regarding goals or the approaches to achieve those goals.
• Ralph Kilman and Kenneth Thomas: Conflict is characterized as the state of objective incompatibility between values and goals. It signifies a condition where there is an inherent clash between the values and objectives of different parties.

Organizational Conflict Meaning

• Definition of Conflict: Conflict is when people working in a company disagree or have different opinions. It can also happen when there is a clash of interests among employees.
• Reasons for Conflict: Conflicts arise because employees see things differently, mainly due to differences in how they perceive issues.
• Example Scenario: Imagine a situation where the employer needs to decide whether to change working hours or keep them the same. Different employees will likely have different opinions on this matter.
• Need for Consensus: To make a final decision, the employer must find common ground among the employees. This is called reaching a consensus, ensuring everyone supports the decision.
• Distinguishing Conflicts from Disputes: Conflicts are not the same as disputes. Unlike disputes, conflicts can be resolved within the organization, and sometimes an impartial mediator may be involved.
• Organizational Resolution: The solution to conflicts can often be found within the organization itself. If needed, an unbiased mediator may be brought in to help resolve the issue.

Definition

“Conflicts are any situation in which two or more parties feel themselves in opposition. It is an interpersonal process that arises from disagreements over the goals or the methods to accomplish those goals” – john w. Newstrom and KeithDavis
“Conflict is the condition of objective incompatibility between values and goals” – ralph Kilman and Kenneth Thomas.

Sources of Conflict 

The sources of organizational conflict can be classified into two main categories: 

• structural factors, which relate to the nature of the organization and the way in which work is organized;
• personal factors, which relate to differences between organizational members

Structural Factors

There are eight structural aspects of an organization that are likely to cause conflicts. They are specialization, common resources, goal differences, interdependence, authority relationships, status differences, jurisdictional ambiguities, and roles and expectations.
Let's examine each of these in turn:

• Specialization: Employees become experts in specific tasks or have general knowledge. Conflicts arise when workers lack awareness of each other's responsibilities, leading to misunderstandings like unrealistic deadlines.
• Common Resources: Sharing scarce resources can lead to conflict. For instance, if a class has one computer for an essay due, conflicts among students are likely.
• Goal Differences: Groups or departments with incompatible goals can cause conflict. For example, a salesperson aiming to sell many computers quickly may clash with a manufacturing facility unable to meet those promises.
• Interdependence: Dependency on others for tasks can result in blaming when something goes wrong. For instance, a manager may clash with a systems analyst providing inaccurate data.
• Authority Relationships: Tension often exists between managers and employees, especially with overly strict managers. Team approaches and empowerment strategies are becoming popular to reduce conflicts.
• Status Differences: Managers often have privileges denied to other employees, leading to conflict. Some organizations adopt egalitarian measures to minimize conflicts arising from status differences.
• Jurisdictional Ambiguities: Unclear lines of responsibility lead to passing unwanted tasks between employees. Detailed job descriptions help eliminate ambiguities and conflicts resulting from them.
• Roles and Expectations: Conflict arises when roles, defined by job titles and duties, are unclear. Manager-subordinate conflicts occur when parties have different understandings of the subordinate's role.

Personal Factors

The most common personal factors associated with organizational conflict are skills and abilities, personality conflicts, perceptions, diversity, and personal problems.
Let's see how each can lead to conflict:

• Skills and Abilities: Differences in skills and abilities among team members can cause conflict. For instance, conflict may arise when an experienced employee has to collaborate with a novice with theoretical knowledge but limited practical skills.
• Personality Conflicts: Personality conflicts are common in workplaces, with at least one difficult co-worker. Abrasive traits, such as being critical and insensitive, laziness, or gossiping, can contribute to conflicts.
• Perceptions: Organizational conflict often arises from different perceptions among employees and managers. For instance, a manager may think an employee is underperforming, while the employee believes they are doing their best.
• Diversity: Increasing workplace diversity, including differences in age, culture, ethics, and values, can be a source of conflict. Loyalty clashes may occur between a long-serving employee and a newcomer viewing the organization as a stepping stone.
• Personal Problems: Bringing personal problems to work can affect performance and lead to clashes with co-workers who may need to compensate for the impact on productivity.

Uses of Conflict

• Changes in Work Pattern: Conflicts can emerge when employees are asked to adopt a new work pattern. The disagreement may revolve around accepting or resisting the proposed changes.
• Difference in Perceptions: Conflicts arise due to differing perceptions among individuals in the workplace. Varied opinions on organizational matters, such as revising work timings, can lead to disagreements.
• Differences in Values: Variances in individual values contribute to conflicts. For example, employees with grievances may express protest differently, such as through striking or fasting.
• Availability of Options: Conflict can result from the choices employees have, like opting for day or night shifts or deciding between salary, commission, or both.
• Allocation of Limited Resources: Scarcity of resources, like limited funds, can lead to conflicts as management struggles to meet various departmental demands.
• Inter-dependence: Inter-dependence among individuals and departments causes conflicts. For instance, marketing relies on production, which in turn depends on procurement and labor availability.
• Unequal Workload: Disparities in workload among employees at the same level cause conflicts, whether intentional or unintentional.
• Biased Assessment of Subordinates: Conflicts arise when superiors show favoritism based on factors like caste, religion, or sex during performance appraisals.
• Unattainable Targets: Setting unattainable targets for subordinates, whether intentionally or unintentionally, creates conflict in the workplace.
• Lack of Trust and Confidence: Conflict is fueled by a lack of trust and confidence between superiors and subordinates, often stemming from perceptions of inefficiency or incapability.
• Threat to Status Quo: Changes in the organization that disrupt existing employee patterns can lead to conflicts. For instance, withdrawing privileges or assigning additional responsibilities may trigger disagreements.

Different Stages of Conflict

• Latent Conflict:
  • Description: Conflict is not yet apparent; it exists in the subconscious mind with hidden causes.
  • Key Point: Issues leading to conflict are present but not actively recognized.
• Perceived Conflict:
  • Description: Parties become aware of the causes of conflict.
  • Key Point: Recognition of conflict triggers an understanding that there are issues to be addressed.
• Felt Conflict:
  • Description: Parties emotionally engage in the conflict after becoming aware of it.
  • Key Point: Emotional involvement begins as the conflict is acknowledged and felt.
• Manifest Conflict:
  • Description: Hostile feelings become outwardly visible as parties openly express their conflicts.
  • Key Point: Conflict moves from internal feelings to external expression, often involving confrontation.
• Conflict Aftermath:
  • Description: In this final stage, conflict may either be suppressed or resolved amicably based on the parties' attitudes and prevailing conditions.
  • Key Point: The resolution or continuation of conflict depends on how the parties handle the aftermath and the surrounding circumstances.

Causes of Conflict

• Natural Occurrence:
  • Description: Conflict is a natural happening, mainly arising from differences in perceptions, values, beliefs, sentiments, and preferences among people at work.
  • Benefit Perspective: Conflicts are not always negative; they can bring certain benefits to the organization.
• Causes of Workplace Conflict:
  • Poor Management: Inadequate management practices can contribute to workplace conflict.
  • Unfair Treatment: Unjust actions or treatment can lead to conflicts among employees.
  • Unclear Job Roles: Lack of clarity in job roles may result in misunderstandings and conflicts.
  • Inadequate Training: Insufficient training can lead to dissatisfaction and conflicts.
  • Poor Communication: Communication gaps often contribute to misunderstandings and conflicts.
  • Poor Work Environment: An unfavorable work environment may contribute to tensions and conflicts.
  • Lack of Equal Opportunities: Unequal opportunities can lead to resentment and conflicts.
  • Bullying and Harassment: Negative behaviors like bullying and harassment can escalate conflicts.
  • Significant Changes: Major changes in products, organizational charts, appraisals, or pay systems can trigger conflicts.
• Major Causes of Workplace Conflict:
  • Personality Clashes: Conflicts may arise due to personality differences or clashes within a team.
  • Unrealistic Needs and Expectations: Ignoring employee needs or setting unrealistic expectations can be a cause of conflict.
  • Business Values: Conflicts may occur when organizational values don't align with individual beliefs of fairness.
  • Unresolved Workplace Issues: Unresolved issues, like dissatisfaction with a manager's leadership style, can lead to conflict.
  • Increase in Workload: Overloading employees with work can result in resentment and contribute to conflicts.
• Establishing Root Causes:
  • Importance: Understanding the root cause of an individual's or group's unhappiness is crucial in managing workplace conflict.
  • Examples: Unmanageable workload, resentment towards colleagues, organizational changes, restructuring, or promotions can be underlying causes.
• Conflict Management:
  • Recommendation: To manage workplace conflict effectively, it's essential to examine the previous relationships between employees and identify the core issues contributing to the conflict.

Levels of Conflict in Organizations

• Within an Individual:
  • Description: Conflict within an individual occurs when a person struggles to make decisions, such as choosing between a straight salary or commission.
  • Example: An employee may seek advice from friends or relatives when unable to decide whether to participate in a strike.
• Between Individuals:
  • Description: Conflicts arise between two or more individuals working in the same or different levels within an organization.
  • Example: Conflict may occur between two factory workers, salesmen, or between a worker and a foreman.
• Within a Group:
  • Description: Conflict may occur among members of a group, especially when deciding on a course of action in response to certain organizational policies.
  • Example: Members of an employee union may have differing opinions on actions like a demonstration, mass casual leave, or a strike, leading to a lack of consensus.
• Between Groups:
  • Description: Conflicts arise between different groups, such as rival employee unions or between employees of different departments like production and marketing.
  • Example: Rival unions or conflicting interests between departments can lead to group-level conflicts.
• Between an Individual and a Group:
  • Description: Conflict may arise between an individual, not part of a trade union, and union members, especially when the union calls for actions like strikes.
  • Example: Non-union members may face persuasion from union members to support collective actions like strikes.

Thomas's Conflict Management Styles

• Avoiding Style:
  • Description: People fearing conflict tend to avoid it altogether, prioritizing escape over addressing their own or others' needs.
  • Outcome: Avoidance results in a lose-lose situation for everyone involved.
• Forcing or Competing Style:
  • Description: Individuals using this style are focused on achieving their own goals without considering the goals of others. They believe in a win-lose scenario, often employed in crises.
  • Outcome: Generally ineffective, especially in maintaining long-term relationships, and may not achieve organizational objectives.
• Accommodating Style:
  • Description: People adopting this style are cooperative, unassertive, and supportive of the other party's goals, often at the expense of their own.
  • Outcome: Results in a win-lose situation; appropriate when one acknowledges being wrong or when the relationship is crucial, but excessive reliance may lead to a loss of respect.
• Compromising Style:
  • Description: A half-assertive, half-cooperative style based on give-and-take, involving a series of concessions. Common in negotiations, especially during union-management discussions.
  • Outcome: Both parties may be left unsatisfied, but compromises help maintain smooth negotiations and positive perceptions within the organization.
• Collaborating Style:
  • Description: Characterized by cooperation and assertiveness from both sides, where each person or group works together to achieve a mutually beneficial solution.
  • Outcome: Involves open analysis and debate, leading to a win-win situation in resolving conflicts.

Conflicts and Performance

Low Level of Conflicts

• Indicators of Low Level:
  • Indifferent Attitude: Employees show disinterest.
  • Lack of Creative Ideas: Innovation and new ideas are lacking.
  • Stagnation: Lack of progress and growth.
• Impact on Performance:
  • Performance Tends to be Low: Overall performance is suboptimal.

High Level of Conflicts

• Indicators of High Level:
  • Lack of Teamwork: Collaboration and cooperation are absent.
  • Low Morale: Employees feel demotivated.
  • Mental Stress: Increased stress levels among employees.
• Impact on Performance:
  • Performance Tends to be Low: Overall performance is adversely affected.
• Management of Conflicts:
  • Definition: Involves maintaining conflicts at an optimal level.
  • Objective: Ensure a balance to prevent both low and high levels of conflicts.

Indicators of Conflict Levels

• Low Level of Conflicts:
  • Low Rate of Absenteeism: Few instances of employees being absent.
  • Low Rate of Labor Turnover: Employees tend to stay in their roles.
  • Lack of Complaints and Grievances: Few issues raised by employees.
  • Acceptance of Changes: Employees adapt easily to changes.
  • Conservative Approach: Employees maintain a steady work routine.
• High Level of Conflicts:
  • Low Morale: Employees exhibit low spirits.
  • Low Productivity: Reduced efficiency in tasks.
  • Excessive Complaints and Grievances: Frequent issues raised by employees.
  • Resistance to Change: Employees resist adopting new practices.
  • High Rate of Absenteeism and Labor Turnover: Increased instances of absenteeism and turnover.

Functional and Dysfunctional Conflict

• Functional Conflict:
  • Definition: In an organization or group, people may have differing opinions that can positively impact performance.
  • Advantages:
    • Performance Enhancement: Differing viewpoints can lead to improved performance.
    • Increased Awareness: Functional conflict raises awareness of issues and encourages problem-solving.
    • Open Communication: People become more willing to listen to others' opinions.
• Dysfunctional Conflict:
  • Definition: In an organization or group, conflicts may result in decreased performance or negative outcomes.
  • Disadvantages:
    • Decreased Performance: Dysfunctional conflict hampers individual and overall company performance.
    • Disputes and Disagreements: Individuals engage in disputes and disagreements, hindering company improvement.
    • Discouragement: Lack of resolution discourages efforts to enhance company performance.

Resolution of Conflict

• Definition: Conflict resolution is a method for parties in disagreement to find a peaceful solution.
• Types: Personal, financial, political, or emotional disagreements can be resolved through negotiation.

Importance of Conflict Resolution

• Benefits:
  • Accomplishing Goals: Effective conflict resolution helps in achieving organizational objectives.
  • Strengthening Relationships: Resolving conflicts positively contributes to building and maintaining strong relationships.
• Risks:
  • Damaging Effects: Ineffective conflict resolution can lead to personal dislike and even result in the breakdown of relationships.