Conflict in Organizations: Basic Considerations Quiz

PDF page 456: approximately 20 percent of top and middle managers’ time was spent dealing with some form of conflict. In another study, it was found that managerial skill in handling conflict was a major predictor of managerial

PDF page 456: approximately 20 percent of top and middle managers’ time was spent dealing with some form of conflict. In another study, it was found that managerial skill in handling conflict was a major predictor of managerial

PDF page 456: success and effectiveness. A good example of the magnitude of the problems that conflict can cause in an organization is the case of

PDF page 456: General Concrete, Inc., of Coventry, Rhode Island. Operations at this concrete plant came to a halt for more than three weeks because the plant’s one truck driver and sole member of the Teamsters Union began picketing after he was laid off by the company. The company intended to use other drivers from another of their plants. In response to the picketing, not a single employee of General Concrete crossed the picket line,

PDF page 456: General Concrete, Inc., of Coventry, Rhode Island. Operations at this concrete plant came to a halt for more than three weeks because the plant’s one truck driver and sole member of the Teamsters Union began picketing after he was laid off by the company. The company intended to use other drivers from another of their plants. In response to the picketing, not a single employee of General Concrete crossed the picket line,

PDF page 457: thereby closing the plant and costing the company a considerable amount in lost production and profit. Could this problem have been handled better? We shall see. In the sections that follow, several aspects of conflict in organizations are considered. First, conflict is defined, and variations of conflict are considered by type and by level. Next, constructive and destructive aspects of conflict are discussed. A basic model of the conflict process is then examined, followed by a look at several of the more prominent antecedents of conflict. Finally, effective and ineffective strategies for conflict resolution are contrasted. Throughout, emphasis is placed on problem identification and problem resolution. There are many ways to determine conflict as it relates to the workplace. For our purposes here, we will define conflict as the process by which individuals or groups react to other entities that have frustrated, or are about to frustrate, their plans, goals, beliefs, or activities. In other words, conflict involves situations in which the expectations or actual goal-directed behaviors of one person or group are blocked—or about to be blocked—by another person or group. Hence, if a sales representative cannot secure enough funds to mount what she considers to be an effective sales campaign, conflict can ensue. Similarly, if A gets promoted and B doesn’t, conflict can emerge. Finally, if a company finds it necessary to lay off valued employees because of difficult financial conditions, conflict can occur. Many such examples can be identified; in each, a situation emerges in which someone or some group cannot do what it wants to do (for whatever reason) and responds by experiencing an inner frustration.

PDF page 457: If we are to try to understand the roots of conflict, we need to know what type of conflict is present. At least four types of conflict can be identified:

PDF page 457: (attitudes) are incompatible with those of others. Affective conflict is seen in situations where two individuals simply don’t get along with each other.

PDF page 457: In addition to different types of conflict, there exist several different levels of conflict. Level refers to the number of individuals involved in the conflict. That is, is the conflict within just one person, between two people, between two or more groups, or between two or more organizations? Both the causes of a conflict and the most effective means to resolve it can be affected by level. Four such levels can be identified:

PDF page 457: who has an approach-avoidance conflict; that is, she is both attracted to and repelled by the same object. Similarly, a person can be attracted to two equally appealing alternatives, such as two good job offers

PDF page 458: (approach-approach conflict) or repelled by two equally unpleasant alternatives, such as the threat of being fired if one fails to identify a coworker guilty of breaking plant rules (avoidance-avoidance conflict). In any case, the conflict is within the individual.

PDF page 458: disagree on some matter. For example, you can have an argument with a coworker over an issue of mutual concern. Such conflicts often tend to get highly personal because only two parties are involved and each person embodies the opposing position in the conflict. Hence, it is sometimes difficult to distinguish between the opponent’s position and her person.

PDF page 458: disagreements between two opposing forces over goals or the sharing of resources. For example, we often see conflict between the marketing and production units within a corporation as each vies for more resources to accomplish its subgoals. Intergroup conflict is typically the most complicated form of conflict because of the number of individuals involved. Coalitions form within and between groups, and an “usagainst-them” mentality develops. Here, too, is an opportunity for groupthink to develop and thrive.