Subject 1 : WORKPLACE CONFLICT : Classification Based on Level of Analysis and Relationship (Part 2)

1. INTRODUCTION

This paper is an extract of my PHD Thesis in Leadership and Strategic Planing which was written during my studies at Atlantic International University (AIU) in 2018. I share it with the academic and workers communities to stimulate the research sentiment.

1. NOTION OF WORKPLACE CONFLICT

1.1. Notion of Workplace

The workplace is defined by Masters, M.E and Albright R.R (2002), as “the setting in which work is performed” P.14. It can be interpreted as a physical location at which people interact in the process of producing goods or services for an organizational purpose.

1.2. Notion of Workplace

At workplace conflict tends to manifest in two broad categories: (1) it can be a conflict between individuals involving colleagues, employees and their managers. In this way, it may be that two workers simply don’t get on; or that an individual has a grievance against their supervisor or manager (2), it can be also between groups involving teams or large groups of employees and management. Conflict may take the form of rivalry between teams; or it may be apparent by the lack of trust and cooperation between large groups of employees and management.

The concept of conflict at workplace is a social phenomenon, where there is a disagreement between people working in an organization. Workplace conflict has been defined in several ways by many authors. Obi (2012) defined workplace conflict as an act of discontentment and contention which either the workers or employers of labor utilize to put excessive pressure against each other to get their demands. This view is consistent with Henry (2009); Ikeda, Veludo and Campomar (2005); Azamoza (2004) and Ajala and Oghenekohwo (2002) descriptions of workplace conflict as a dispute that occurs when interests, goals or values of different individuals or groups are incompatible with each other in organizations. On this premise, workplace conflict within the context of employment relationship can be regarded as an inevitable clash of interests and resulting disputes of varying intensity between and within any or all the active actors in organizations

Working in an organization means to be involved in a conflict, as people working together have various personalities and different views on life. Consequently, they can’t avoid conflicts in the workplace. According to Thomas (1999), the simplest way to reduce conflict is to eliminate relationship by leaving or refusing to interact with the other party. In many situations, however, this is not only impractical, but it may be impossible. So, managers must learn how to address and manage conflict both in organizational and workplace levels.

On the broad side, Pondy cited by Afzalur (2011) has argued that organizational conflict can best be understood as a dynamic process underlying organizational behavior. Tedeschi cited by Afzalur (2011) takes a middle position defining conflict as ―an interactive state in which the behaviors or goals of one actor are to some degree incompatible with the behaviors or goals of 6 some other actor or actors‖ (p 232). In this way, the actor is any social entity from the individual to the corporate body itself.

According to Kazimoto (2013), workplace conflict is described as the presence of discord that occurs when goals, interests or values of different individuals or groups are incompatible and frustrate each other’s’ attempt to achieve objectives in an organization. It is a communication process and an inevitable consequence of transactional relationship manifesting in disagreement and dissonance with and between individuals and groups in the work-environment. In this context, workplace conflict is a fact of life in any organization if people will compete for jobs, power, recognition and security (Adomie and Anie, 2005). Therefore, the task of management is not to suppress or resolve all conflicts, but to manage them to enhance and not to detract from organizational performance.

1.3. Dimensions and Classification Workplace Conflicts

Conflict resolution is a daily occurrence at work that can either propel or disrupt the momentum for a leader, a team or the entire organization. The workplace can become a toxic environment when leaders allow conflict to fester rather than confront it head-on.  Managing conflict can be a tricky thing – especially when managers are not familiar with the larger ecosystem in which the individual or department creating the conflict operates, and how efforts to resolve conflict will reverberate throughout that ecosystem. The workplace is fueled with so many concurrent agendas that you never know which ones may be affected when you resolve conflict solely to benefit and advance your own.

2. CLASSIFICATION BASED ON LEVEL OF ANALYSIS AND RELATIONSHIP

Afzalur M.R (2011, pp 22-23) has classified organizational conflict based on the level of analysis. In this context, conflict may be classified as intra-organizational (i.e within organization) or inter-organizational (conflict between two or more organizations).Intra-organizational conflict may also be classified based on level: individual, groups, etc. On this basis, intra-organizational conflict may be classified as intrapersonal, interpersonal, and intra-group and inter-groups. Severally, intra-party conflict may affect the organization where the grieved employee pursues restoration of the harmed interests against the will of the organization to which the employee serves.

Relationship conflict exists when there are interpersonal incompatibilities among group members, including personality clashes, tension, animosity and annoyance (Jehn, 1995). This category is described as affective or emotional and can be characterized interpersonal clashes with signs of anger, distrust, fear, frustration, and other form of negative effect.

2.1. Intrapersonal Conflict

Intrapersonal conflict takes place in the individual’s mind. It occurs when one argues with oneself but cannot come to a good decision. According to Afzalur, M.R (2011, p. 22), intrapersonal conflict is also known as intra-individual or intra-psychic conflict. This is a conflict that happens inside the person’s conscience. It occurs when an organizational member is required to perform certain tasks and roles that do not match the employee’s expertise, interests, goals, and values and prompts the concerned party to rebel against the given orders.

For example, when a sincere employee notices that his boss routinely chooses a careless employee for best performance reward, the sincere officer can feel disheartened. In other words, institutional breakdown is a possible outcome of injustice towards performance reward. That honest officer neither gets motivation nor gets inspiration from the workplace. This downheartedness can be the reason of his mental illness. It can possibly weaken their future creative potential. Outcome of this situation is likely psychological intrapersonal conflict.

2.2. Interpersonal Conflict

Interpersonal conflict - conflict that can take an interpersonal form. Personality clashes at a workplace are generally fueled by perceptions about someone’s actions, character or motives. For instance, if a team leader verbally insults another member of the staff, they will easily view him or her as inappropriate and disrespectful. When left unchecked, that employee (and others) may harbor resentment. The best way to tackle this type of situation is to understand each other’s feelings and encourage team members to push their ego’s aside.

The sources of this conflict may be personal dislikes or personality differences (Gareth & Jennifer, 2008). A California State University Sacramento report notes that people respond in different ways to disagreements, with personal feelings, attitudes and goals contributing to the conflict. The manager usually wants his employees to settle their differences without his personal intervention, but sometimes he needs to step in (Green, 2012).

Afzalur, M.R (2011, p. 23) states that interpersonal conflict is also known as dyadic conflict. It refers to the conflict between two or more organizational members of the same or different hierarchical levels or units. The conflict between the two entities happen when one party trespasses the interests of the other and efforts to settling such a dispute remain uncooperative.

2.3. Intergroup Conflict

Intergroup Conflict is the conflict between different groups, teams and departments. Battles between accounting and operations teams or between frontline workers and online customer service agents can be a big problem, especially if customers are involved. One group of employees can unite against another group. Such conflicts can arise from the differences in status and contradicting goals of the groups. Intergroup conflict usually leads to miscommunication or even to no communication, affecting an organization’s ability to function. The manager can try to resolve the problem through problem solving tactics or following an internal dispute resolution process. Sometimes a facilitator can be useful to help discuss issues of conflict and related concerns. Such types of conflicts should be solved quickly as if problem continues it can destroy the organization (Green, 2012).

Afzalur, M.R (2011, p. 23) also identifies intergroup conflict as interdepartmental conflict. It refers to conflict between two or more units or groups within an organization. Conflict between headquarter and field staff, labor and leaders or management are examples.

Intergroup conflict arises between two groups. It occurs due to the different interests, objectives, and principles of different groups. Competitions and misunderstandings may also be responsible for intergroup conflict. For example, two different religious groups can be involved in conflict at work with intention to control key services.

2.4. Intragroup Conflict

Intragroup Conflict is the conflict within an internal group, team or department. This type of conflict involves more than one person within a group (Gareth & Jennifer, 2008). The harmony within departments of the company is essential. It helps to maintain productivity and workplace morale, among other things. Intragroup conflict may relate to ethnic, religious or gender prejudice, and various personality differences. Depending on how strong the conflict is, a manager may need outside help to resolve the issues. At this stage, it could be useful for a manager to have a trusted or otherwise objective third party who has experience in conflict management and settling disputes. For example, in one service, people can be involved in conflict at work with intention to expel other outside the organization.

3. ABOUT MORE SUBJECTS FROM THE AUTHOR

Remarks : If you want to cite this article, write : GIRUKWAYO P., “The impact of effective leadership of workplace conflicts, PHD Thesis, AIU, 2018”. Then you will add the link.

Note  (other similar extracts of the thesis):

You will see the Part 1  at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-1-workplace-conflict-classification-according-to-the-source-of-conflict-part-1.html

You will see the 2^nd  part at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-workplace-conflict-classification-based-on-level-of-analysis-and-relationship-part-2.html

And you will see the 3^rd part at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-workplace-conflict-classification-based-on-tasks-the-impact-and-visibility-of-conflicts-part-3.html

Second subject on factors of conflicts (Part 1) at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-2-workplace-conflict-factors-and-causes-of-workplace-conflicts-part-1.html

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