Conflict at work is detrimental to the effectiveness of the organization and should be minimized as much as possible.
Abstract
This paper analyze the accuracy of the statement that “Conflict at work is detrimental to the effectiveness of the organization and should be minimized as much as possible.” In this report, it has been shown that although conflict can be detrimental to effectiveness of the organization, it also has some benefits for the organization. In addition, the paper also provides insightful details about specific conflict like diversity or cultural difference, and how this conflict can be solved through effective conflict management.
Introduction
Conflicts normally arise in organizations. It is said that conflict cannot be avoided especially between individuals or groups of people who regularly work together. This is because working together allows people to use their skills, bring out their ideas and show their personalities. As each person is made unique, personal differences on these mentioned aspects are likely to collide among workers in the organization. The statement says that having a conflict is unfavourable for the effectiveness of an organization and should be minimized as much as possible. In this report, the accuracy of its statement and provide possible solutions to specific conflicts.
Conflict: Sources and Effect
According to (1998), conflict may be defined as the perception of personal differences among individuals. Other meanings of conflict defined the term as the process of social interaction between struggling parties over beliefs, status, power, resources and other desires or preferences. The goal of the contradicting parties may vary from a simple aim of gaining acceptance to securing a resource advantage; in worst cases, conflicting parties will go even to the point of harming or eliminating their opponents (2001).
Conflict can result due to a number of sources; in most literature, types of conflicts are often categorized based on the source or origin. Affective conflict for instance is a type of conflict that arises when two contradicting parties have incompatible emotions or feelings. This is why this type of conflict is also termed as relationship, emotional or psychological conflict. According to (1997), affective conflict happens when interpersonal clashes are observed between the contradicting parties. Oftentimes, this type of conflict is characterized by frustration and anger. When two or more organizational parties argue over content or task issues, substantive conflicts result. Also known as cognitive, task or issue conflict, this type of conflict occurs when group members disagree on each other’s opinions or ideas in relation to the task at hand ( 2001). An example of this conflict is when organizational members disagree on which marketing strategy or alternative is to be applied; arguing over company data to develop a business plan is also a common example.
Organizations also often encounter conflicts due to differing interests or cultures. In this type of conflict, two parties realize and understand the problem; however, the solution they intend to use to solve it is different from one another. Ideological conflict or the conflict of values is yet another source of this organizational problem. Basically, this conflict type occurs when two or more social entities have contradicting ideologies over certain matters.
This conflict is often observed in human resource issues especially when one party prioritizes what is best for the company while the other is after the interest of the employees. Conflict may also occur in an organization due to contradicting goals. When social entities have different preferred results or decision outcomes, conflict may also result. A person or group may feel the need to cause conflict so as punish an opponent. This is referred to as retributive conflict. Lastly, conflict may also be considered as displace conflict; this happens when conflicting parties direct their emotional disturbances or negative feelings towards other who are not involved in the issue ( 2001).
Other authors also raised similar sources of conflict in the workplace. In a literature review for example, the author noted that intra-organizational conflict occurs due to differences in beliefs, basic values or knowledge; personal dislike; differing attitudes or perceptions generated through organizational structure; and competition for power, position or recognition. Diversity in the workplace is said to be an important aspect for efficient and optimized organizational performance. Diversity does not only pertain to people’s gender, age and race; differences in role expectation. Goals, thoughts and values are also part of this concept ( 1993). The concept of diversity is a notion of individual differences. While others may consider this as a way of expanding one’s perspectives, experience or ideas, diversity may be taken negatively and be seen as a factor that hinders organizational effectiveness.
In the article written by (1995), provided a summary of conflict sources by developing the three main levels of organizational conflict. These levels include intrapersonal, intragroup and intergroup conflicts. The researchers stated that intrapersonal conflicts occur when an organizational member is asked to perform a particular task that does not match his of her interest, values, goals or skills. Intragroup conflict on the other hand, happens between organizational members or groups disagree over a certain issue. When the organizational members’ leaders or representatives are the ones arguing, intergroup conflict results.
The effect of conflict to the organization is not purely negative. In some instances, positive outcomes may also arise out of disagreements. For example, conflicts may result to the development of and better goals. Rather than draw contradicting parties apart, conflicts can actually bring people together, resulting to closer interpersonal relations. As conflicts may be taken as a challenge, its presence can motivate others to become more positively involved and committed to the assigned task. Conflicts can also promote better understanding of each person’s personality, views and attitudes. Nonetheless, conflicts in the organization can also result to negative outcomes. The goals of the company for example may be distorted or not reach achievement at all. Conflicts on tasks can cause delays, resulting to resource wastes or misapplication. The emotional impact of conflicts can also cause adverse effects on people and may draw them further apart. As conflicts can results to even worst outcomes, it is important that managers apply appropriate conflict management styles.
Conflict Management
Conflicts had been occurring even from way back; thus, traditional methods of managing conflict had been introduced and applied. One of these conflict management styles is through compromise where one party would just have to agree to one side of the argument. Postponement or procrastination is another style of conflict management; in this method, action will be done in order to determine the cause of the conflict while the solution to the problem is delayed. Another traditional method of conflict management is avoidance. Here, both the cause and the solution to the conflict are simply avoided.
The win/win strategy is the most effective conflict management style among the three mentioned negotiation strategies. This is mainly because this strategy leads to the most favourable outcome. With this strategy, a solution is developed and all parties involved are satisfied with these solutions (2003). Though the parties may not obtain what they initially intend to achieve, both sides receive at least part of their objectives. As both conflicting parties gained something beneficial out of the disagreement, friendship is established. Furthermore, both are likely to participate in implementing the solution they agreed upon. Although this strategy results to the best outcome, it is the most difficult to apply. Compared to the two other cited styles, the win/win strategy takes the most time, energy and effort. Since both parties would have to benefit in the situation, all possible alternatives would have to be considered.
Conclusion
In this analysis, it shows that the statement is not always true or accurate. Although there are negative effects which can be attributed from conflicts, this report has shown some of the positive effects of conflicts with a certain organisation. This positive effect can be yielded from the consideration of conflict management style when resolving some organisational conflicts. One of the conflicts is in terms of cultural differences; hence the company must be able to identify the most effective conflict management system so as to solve such problems.
Credit:ivythesis.typepad.com
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