Conflict in Organizations

What is Conflict?• Two essential concepts in any conflict– Divergent views and – Incompatibility of those views

Is Conflict Bad?

What is the bureaucratic view?

• In classical bureaucratic organizations, conflict is something to be suppressed and avoided.

– Organizations should be smooth running, harmonious and ordered.

– Use of control and structure to manage conflict.

What is the human relations view

• Human relations views see conflict as a failure to develop appropriate norms for groups.

– Seeks to achieve harmony through happy, congenial work groups.

What is the human resources view

• Conflict is inevitable, endemic and often legitimate.

• Chester Barnard described negotiating, stress, and conflict as normal social patterns in organizations.

• Finite resources lead to competition.• Participatory management will result in conflicts

• Leaders need to manage conflict.

Can Lead To Hostility• Two Types of Hostility

– Non-Malevolent– Malevolent

• Non-malevolent behavior may worsen the position of others, but is done to support one’s views.

• Malevolent hostility may give rise to nefarious attacks, that may:– Focus on people (not issues).– Use hateful and emotional language and terms.– Use dogmatic statements.– Be intransigent even in light of new information.

• The key to determining the type of hostility is the motivation of the hostile party.– Do they want to work within the system or to destroy it?

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Effects of Organizational

Conflict• Hostile conflict can result in:

– Psychological withdrawal--alienation, apathy, and indifference.

– Physical withdrawal—absence, tardiness, and turnover.

• Conflict can create a downward spiral in organizational health

• Effective conflict management can lead to

improved organizational health

• The impact of conflict on the organization and the behavior of role incumbents largely depends on the way the organization handles it.

Ineffective Response to Conflict

Effective Response to Conflict

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The Criterion: Organizational Performance

• The central issue to leaders is to insure the impact of conflict does not negatively affect performance of the organization as a system.

• Leaders should assess organizational culture and the interaction-influence system.

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The Criterion: Organizational

Performance (continued)• Participative management assumes that many people have good ideas and quality information.

• Divergent views can assist individuals in confronting previously unknown or ignored information.

• Dealing with problems can result in improved cohesiveness, clarified relationships and better problem-solving procedures.

• Whereas, pent-up conflict may explode, followed by long periods of frustration.

Styles of Dealing With Conflict

• Muscle – Just do it• Reconciliation – Agree to disagree

• Harmony – Find the middle ground

• Retreat – Avoidance • Collaboration – Reach consensus