Managing Interpersonal and Intergroup Conflict

Managing
Interpersonal and
Intergroup Conflict
Rhea Ruto Legaspi - Crispolon

Overview
Conflict Defined
Distinguishing between functional and
Dysfunctional Conflict
Antecedents of Conflict
How to Promote Functional Conflict
Alternatives Styles of Handling Conflict
Contingency Approach to Manage Conflict
Effective Teamwork
 Teams and Work Teams Defined

Introduction
Before going any further, let us first give
a brief description of what conflict is.
There are actually a lot of ways to define
conflict due to how it is used in many
areas. Hence, to keep it simple for the
layman, conflict pertains to the opposing
ideas and actions of different entities,
thus resulting in an antagonistic state.
Conflict is an inevitable part of life. Each
of us possesses our own opinions, ideas
and sets of beliefs.

We have our own ways of looking at things
and we act according to what we think is
proper. Hence, we often find ourselves in
conflict in different scenarios; may it involve
other individuals, groups of people, or a
struggle within our own selves.
Consequently, conflict influences our actions
and decisions in one way or another.

Therefore, it is essential to understand the
basic processes of conflict so that we can
work to maximize productive outcomes and
minimize destructive ones. This paper will
briefly describe some common sources of
conflict, the levels of social interaction at
which conflict occurs, and the general
strategies of approaching conflict that are
available.

Conflict Defined
Conflict is inevitable among humans. When
two or more social entities (i.e., individuals,
groups, organizations, and nations) come in
contact with one another in attaining their
objectives, their relationships may become
incompatible or inconsistent. Relationships
among such entities may become
inconsistent when two or more of them
desire a similar resource that is in short
supply;

when they have partially exclusive
behavioral preferences regarding their joint
action; or when they have different attitudes,
values, beliefs, and skills. “Conflict is the
perception of differences of interests among
people” (Thompson, 1998, p. 4).

a process of social interaction involving a
struggle over claims to resources, power and
status, beliefs, and other preferences and
desires. The aims of the parties in conflict
may extend from simply attempting to gain
acceptance of a preference, or securing a
resource advantage, to the extremes of
injuring or eliminating opponents. (Bisno,
1988, pp. 13–14; see also Coser, 1968, p. 232)

a type of behavior which occurs when two
or more parties are in opposition or in battle
as a result of a perceived relative
deprivation from the activities of or
interacting with another person or group
(Litterer, 1966, p. 180).

Interpersonal Conflict
Interpersonal conflict refers to the
manifestation of incompatibility,
disagreement, or difference between two
or more interacting individuals

This is also known as dyadic conflict. It
refers to conflict between two or more
organizational members of the same or
different hierarchical levels or units. The
studies on superior–subordinate conflict
relate to this type of conflict.

Reasons Why Interpersonal Conflicts Occur

Intergroup conflict
 Occurs between collections of people such as
ethnic or racial groups, departments or levels of
decision making in the same organization, and
union and management. Competition for scarce
resources is a common source of intergroup
conflict, and societies have developed numerous
regulatory mechanisms, such as collective
bargaining and mediation, for dealing with
intergroup conflict in less disruptive ways. Social-
psychological processes are very important in
intergroup conflict (Fisher, 1990).

Intergroup conflict refers to the collective
incompatibility or disagreement between
two or more divisions, departments, or
subsystems in connection with tasks,
resources, information, and so on. Roloff
(1987)

Baron (1990; see also Mack & Snyder, 1957),
after reviewing a
number of recent definitions of conflict,
concluded that although definitions are
not identical, they overlap with respect to the
following elements:
1.Conflict includes opposing interests
between individuals or groups in a zero-
sum situation;
2. Such opposed interests must be recognized
for conflict to exist;
3. Conflict involves beliefs, by each side, that
the other will thwart (or has already
thwarted) its interests;

4. Conflict is a process; it develops out of
existing relationships between individuals
or groups and reflects their past
interactions and the contexts in which
these took place;
5. Actions by one or both sides do, in fact,
produce thwarting of others’ goals.

One of the early
theorists on conflict, Daniel Katz (1965),
created a typology that distinguishes three main
sources of conflict:
Economic Conflict
Value Conflict
Power Conflict
Ineffective
Communication

Conflict
occurs when one or (two) social entities:
1. Is required to engage in an activity that is
incongruent with his or her needs or
interests;
2.Holds behavioral preferences, the
satisfaction of which is incompatible with
another person’s implementation of his or
her preferences;

3. Wants some mutually desirable resource that
is in short supply, such that the wants of
everyone may not be satisfied fully;
4. Possesses attitudes, values, skills, and goals
that are salient in directing one’s behavior
but that are perceived to be exclusive of the
attitudes, values, skills, and goals held by the
other(s);
5.Has partially exclusive behavioral preferences
regarding joint actions; and
6.Is interdependent in the performance of
functions or activities.

Functions of conflict parallel to each other
among groups and within groups.

Distinguishing
Functional from

Introduction
Conflict happens when two or more
contradictory perspectives haven’t been
agreed on, but it’s not necessarily a bad
thing. In fact, when handled well, conflict
forces us to be creative problem-solvers, to
avoid mistakes, and to learn how to benefit
from our differences, all while challenging
us to broaden our skills (Sloboda, Rick,
2010).

Two Kinds of Organizational Conflicts

Functional Conflict
conflict forces us to be creative problem-
solvers, to avoid mistakes, and to learn how
to benefit from our differences, all while
challenging us to broaden our
skills(Sloboda, 2010).
sees conflict as a productive force, one that
can stimulate members of the organization
to increase their knowledge and skills, and
their contribution to organizational
innovation and productivity

provides people with feedback about how
things are going
Richards (2012) added that that conflict can be
good for organizations because it encourages
open-mindedness and helps avoid the
tendency toward group think that many
organizations fall prey to. The key is learning
how to manage conflict effectively so that it
can serve as a catalyst, rather than a
hindrance, to organizational improvement

The conflict which supports the goals of a
group and also improves it performance is
known as a functional or a positive conflict.
The functional conflict is helpful in the
achievement of the goals of a group.

For conflict to be functional, it has to be
seen positively in the following ways (Fay,
1999) :
Functional
Conflict
Conflict
encourages
new
thinking
Conflict
raises
questions
Conflict
builds
relationships
Conflict
opens
minds
Conflicts
beats
stagnation

The functional conflict is helpful in the
achievement of the goals of a group as it aids in –
Analytical thinking
Diffusing tension among the
members of the group
Promote competition
Promote group cohesiveness

Facing challenges
Organizational change
Increased awareness
Quality of decision
Identification of weakness

Dysfunctional conflict is the opposite of
functional conflict. It causes disruption. Any
confrontation or interaction between groups
that harms the organization or hinders the
achievement of organizational goals is
dysfunctional conflict. Management must
seek to eliminate dysfunctional conflict.
Dysfunctional conflicts inhibits
achievements of organizational goals.

Managing Interpersonal and Intergroup Conflict

Functional vs. Dysfunctional Conflict

Antecedents of Conflict
Antecedent conflict is the concept or theory
that suggests events that happen early in life
which are troubling, traumatic, or
disturbing bring about intense reactions to
conflict during adult life. This is not to say
that people who simply don't deal with
problems well have antecedent conflict.
Rather, responses to conflict are severe and
very intense, well outside the "normal"
range or responding.

Incompatible
personalities or
value systems
Overlapping or
unclear job
boundaries
Competition for
limited resources
Interdepartmental/
intergroup
competition
Inadequate
communication
Interdependent
tasks
Organizational
complexity
Unreasonable or
unclear policies,
standards, or rules
Unreasonable
deadlines or
extreme time
pressure

Collective design
making
Decision making
by consensus
Unmet
expectations
Unresolved or
suppressed
conflicts

How to Promote Functional Conflict
Functional conflict can be good for an
organization. It promotes the healthy exchange of
ideas, clears the air and promotes creative thought
and keen decision making. Leaders should build
conflict into decision-making processes, says
Michael Roberto, professor of management at
Bryant University in Rhode Island and former
Harvard Business School professor. Some
companies pride themselves on having a collegial
culture, and the idea of conflict is anathema to
them. But good things happen when opposing
views go head-to-head. Progressive leaders know
how to generate functional conflict within a team
when needed.

Creating Functional Conflict
Instructions

Lead by
example
Assign a
devil's
advocate
during
decision-
making
processes
Role-play
the
competitor's
reaction
Repeat the
role play,
this time
assigning
Group A to
play the
customer,
Group B to
be investors
and Group C
to be
consultants
Involve the
naysayers

Creating Functional Conflict
Tips and Warnings

Acknowledge that more than one person can be
right. This creates an attitude more conducive to
good conflict.
Learn to use language that encourages open
communication while you work through conflict.
Your first comment to the dissenter might be, for
example, "Please tell me more."
Dissenting arguments should be grounded in
facts.
The purpose of functional conflict is not to delay
decision making indefinitely. Good leaders may
need to intervene in a group that is caught in a
cycle of endless meetings and dysfunctional
conflict.

Alternative Styles of Handling Conflict
Regardless of the level of conflict, there are
differing approaches to deal with the
incompatibilities that exist. Conflict can
result in destructive outcomes or creative
ones depending on the approach that is
taken. If we can manage conflict creatively,
we can often find new solutions that are
mutually satisfactory to both parties.

Given interdependence, three general strategies
have been identified that the parties may take
toward dealing with their conflict; win-lose, lose-
lose, and win-win (Blake, Shepard & Mouton,
1964).
Strategies
in Dealing
Conflict
win-lose
approach
lose-lose
strategy
win-win
approach

A Two-Dimensional Model of the Styles of
Handling Interpersonal Conflict

Negotiation Styles
Understanding the Five Negotiation Styles
 People often ask "which is the best negotiation
style?" As with much management theory there is
no single 'best' or 'right' approach. All five profiles
of dealing with conflict are useful in different
situations. Although we're capable of using all five,
most of us tend to have one or two preferred
negotiation conflict styles that we use
unconsciously in most conflict situations. Why?
Either because our preferred styles have worked for
us in the past, or because of our temperament
(nature) or because of our upbringing (nurture).

Conclusion:
Conflict is an inevitable fact of human
existence. If we work to understand and
manage it effectively, we can improve both
the satisfaction and productivity of our
social relationships.

Contingency Approach to Manage
Conflict
Management scholars now agree that there
is no one best approach to make decisions,
to lead, and to motivate. The contingency
approach (also called situational
approach), which is the hallmark of
contemporary management, has replaced
the simplistic “one best” approach
(Pennings, 1992).

The theory suggests that when the decision
quality and acceptance are both low, the
leader should use the autocratic style. On the
contrary,
if the decision quality and acceptance are
both high, the leader should use the
participative style. Therefore, it appears that
effective leadership depends on matching
leadership styles with situations. Failure to
match these two variables leads to ineffective
leadership.

Conclusion:
The importance of managing conflict is evident. Reducing
the negative effects and increasing the positive impacts is
critical in a balanced workplace. Leaders must skirt the fine
line of reducing conflict and allow conflict to foster good
results. Clearly, leadership must manage some conflict to
reduce its impact while allowing some conflict to remain
unmanaged in order to increase overall results. In today’s
rapidly changing workplace environments, conflict and
change are formidable challenges to meet. Both have the
potential to greatly impact an organization’s workforce, and,
ultimately, its bottom line.

Managers must possess an understanding of
human behavior and an ability to create healthy,
secure work environments. They must also be
able to meet the needs of individual employees,
while still achieving organizational goals.
Exemplary leaders understand that excellent
management principles are vital for keeping pace
in a rapidly changing world. They know these
principles are the tools that help to create
empowered employees and strong organizations
(McDowell, et al).

If we work to understand and manage
conflict effectively and efficiently, we can
improve both the satisfaction and
productivity of our social relationship.
Conflict should be handled properly and
with precautions in order to maintain the
good relationship between the employers
and employees so that the organization will
be able to achieve its goals, objectives,
mission and vision.

Teams and Work Teams Defined
Teams
A group of people with different skills and
different tasks, who work together on a
common project, service, or goal, with a
meshing of functions and mutual support.

Common Characteristics of Effective
Teams
1. The purpose, mission, or main objective is
known and understood by all team members.
2. Communication in the team is open, direct
and honest.
3. Sufficient leadership is available in the team.
4. There is regular review of how well the team
is performing toward achieving its purpose.

5. There is an agreed organizational structure
to the team.
6. Adequate resources are available to permit
the team to perform it’s function, including
skills, tools, facilities, and budgets.
7. Synergy exists, so the team performs in a
way that is greater than the sum of its parts.

Why Use Teams
More knowledge and skill is brought to the
problem.
Information flow is more effective.
More people are aware of the full breadth of the
problem
Meetings are more productive and goal-oriented.

Better decisions are made.
Team problems are identified sooner and
more clearly.
Team members learn from each other.
The team becomes more cohesive and develops
a stronger sense of belonging to the
organization.
Overall morale improves.

More is accomplished than is possible
by equivalent individual efforts.
Productivity and time savings are achieved
by eliminating duplication efforts.
Absenteeism and missed deadlines are
reduced.
Team members understand organizational
issues better.
Management work is shared.
Teams set and achieve tougher goals than
individuals.

Team
Development
Stages
Forming
Storming
Norming
Performing

Team Development Stages
Forming
 People are cautious, guarded, wondering.
 Little visible disagreement.
Lack of identity.
 Little investment in the group.
Watching to see what is expected of team
members and what is acceptable from team
members.

Storming
 Conflict occurs.
 Work is in fits and starts and not very
productive.
 High level of frustration and/or confusion.
Pairing and cliques develop.
Beginning development of identity, purpose
and interest.
People take risks and get to know one
another.

Norming
Developing goals, roles, and relationships.
 Learning to appreciate differences in people.
 Conflict is about issues, not egos or people.
 Communication is open and clear.
 Sense of belonging develops.
Progress is beginning to be made.
 Work becomes enjoyable.

Performing
 Team acts on common goals, with synergy, high
morale, and high productivity.
 Easy shifting of roles from one to another.
 Differences are valued.
Team members look out for one another’s
interests.
 Spontaneous, collaborative efforts.
Sharing of all relevant information.
 Conflict is frequent, but leads to problem
solving.

Team Development Tasks
 Define team purpose.
 Review performance against purpose.
 Define a team vision, a long term view of
where the team wants to be in the foreseeable
future.
 Discuss the team’s work norms and traditions.
Assess the current stage of team development
and identify barriers to further development.
As a group, define the roles of team members.

 Create team plans.
Evaluate performance to the plans.
 Develop a process to obtain useful
feedback from outside sources (customers,
management, other groups).
Participate as a team in a team skill
learning event.
Participate as a team in a challenging or
enjoyable experience (cruise, bike trip,
outdoor challenge, charitable fund raiser,
etc.).

Work Teams
Work teams are responsible for the actual
act of creating tangible products and services
(Devine, 2002). The actual workers on an
assembly line would be an example of a
production team, whereas waiters and
waitresses at a diner would be an example of
a service team.
it is one of the common categories and
subtypes of teams

Team Effectiveness
 The formation of teams is most appropriate for tasks that are difficult,
complex and important. These types of tasks are often beyond the
skills and abilities of any single individual. However, the formation of
a team to complete such tasks does not guarantee success. Rather, the
proper implementation of teams is positively related to both member
satisfaction and increased effectiveness. Organizations who want to
receive the benefits afforded by teams need to carefully consider how
teams are built and implemented. Often, teams are created without
providing members any training to develop the skills necessary to
perform well in a team setting. This is critical, because teamwork can
be cognitively and interpersonally demanding. Even when a team
consists of talented individuals, these individuals must learn to
coordinate their actions and develop functional interpersonal
interactions. In their review of the relevant scientific literature,
Kozlowski and Ilgen demonstrated that such training can greatly
benefit team effectiveness. Finally, teams are more likely to be
successful when they are fully supported by the organization

References:
 http://www.untag-
smd.ac.id/files/Perpustakaan_Digital_1/CONFLICT%20MANAGEMENT%20Mana
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 http://users.dickinson.edu/~jin/CONFLT.html
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 http://textofvideo.nptel.iitm.ac.in/110102016/lec37.pdf

Managing Interpersonal and Intergroup Conflict

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