1.7C Problem 4
Trouble
Conflict- a process that materialises when an individual or group perceives another
individual or group is frustrating, or about to frustrate, the attempts of the former to
attain a goal
Differs from competition as in competition groups have same goals, abide by
rules, and no antagonism towards one another
Perception of conflict depends on individuals’ conflict frame- lens through which
parties to a dispute view the conflict situation
Relationship orientation- emphasis on interpersonal aspects of conflict
Task orientation- emphasis on material aspects of dispute
Cooperative perspective- emphasis importance of all parties benefits
“win” orientation- emphasis on gaining ground at expense of other parties
Amason Et. Al, two types of conflict:
1. C (cognitive)
o Concrete issues that can be dealt with intellectually
2. A (affective)
o Subjective issues that relate to emotions
Cognitive conflict is more successful in team work as isn’t as subjective and is about
viewpoints, not blaming others
Conflict Perspective
Unitary perspective
o Earliest perspective
o Conflict seen as negative outcome of poor communication, lack of
openness and trust, superiors inability to respond to needs/aspirations
of subordinates
o Fox- “management is viewed as the only source of authority and power
and everyone is pulling in the same direction, united by common
goals”
o Trade unions viewed negatively
o Conflict= abnormal and dysfunctional
Pluralist perspective
o Conflict is a natural phenomenon and can be beneficial to group
performance
o Conflict from individuals/groups pursuing their own interests
o Management should resolve conflicts/help come to a functionable
agreement
o Fox- organisations will contain groups with conflicting perspectives,
each with a power to operate from: conflict is from these interests
clashing. Management doesn’t have sole authority
o Conflict can be resolved when realistic resolution found, beneficial to
both
Interactionist perspective- functional conflict
o Current
o Should aim for minimum conflict, but enough for self-criticism/viability
etc.
o Too much harmony/agreement could result in lack of awareness of
need to change/innovation
Functional conflict- low to moderate levels of subtle and controlled opposition,
which is likely to lead to arousal of motivation and could lend itself to activities
such as non-programmed decision making
, If groups find new approaches to problems, likelier to have more functional
conflict
Perlow- reasonable people making difficult decisions in uncertain conditions are
going to have conflicting opinions that could lead to conflict; could help promote
better decision
Dysfunctional conflict= opposite. Can cause:
o Uncontrolled opposition/discontent
o Inhibits communication
o Undermines cohesiveness
o Increases in-fighting between position members
o Decreases group effectiveness
If too extreme, could lead to violence from alienated employee
Manifestation of Conflict
Individual Conflict
Frustration from individuals when pathway for achieving a personal goal is blocked
Can result in sabotage, eg. destruction of company property
Role Conflict
May occur when individual has number of roles to perform, and fulfilling one
of this roles contradicts the performance of another
Eg. supervisor- expected by managers to be one of the workers,
expected by workers to represent management
May occur when clash between job role and individuals values/beliefs
Eg. Telling manager to lie to workers when this goes against her morals
Group Conflict
Institutionalised conflict
Lateral conflict- two groups want the same scare resource, and are only
interested in their needs of the resource
o Management here is crucial
Workplace mediation- Senior managers should intervene, helping find
resolution, if lateral conflict is long lasting, and individuals from different
departments are cautious of each other/uncooperative
Hierarchical arrangement of occupational groups means each level
experiences conflict with level above it
o Often as different sets of priorities
Emergent conflict
When 2 social forces collide
o Starts when subordinates believe their expertise surpasses their
superiors
Eg. industry managers tells workers to change the way of creating a
product, workers resist and keep making it the same way as before
Can occur if specialist brought in, tells supervisors how workers should
improve, instead of telling the workers the strategies
Sources of Conflict
Communication
Semantic difficulties
o Caused by peoples:
1. Selective perception
Many people receive/filter info so much space for
ambiguous messages
2. Different training
3. Inadequate or too much info about others
Insufficient exchange of information
Noise in channels of communication
Trouble
Conflict- a process that materialises when an individual or group perceives another
individual or group is frustrating, or about to frustrate, the attempts of the former to
attain a goal
Differs from competition as in competition groups have same goals, abide by
rules, and no antagonism towards one another
Perception of conflict depends on individuals’ conflict frame- lens through which
parties to a dispute view the conflict situation
Relationship orientation- emphasis on interpersonal aspects of conflict
Task orientation- emphasis on material aspects of dispute
Cooperative perspective- emphasis importance of all parties benefits
“win” orientation- emphasis on gaining ground at expense of other parties
Amason Et. Al, two types of conflict:
1. C (cognitive)
o Concrete issues that can be dealt with intellectually
2. A (affective)
o Subjective issues that relate to emotions
Cognitive conflict is more successful in team work as isn’t as subjective and is about
viewpoints, not blaming others
Conflict Perspective
Unitary perspective
o Earliest perspective
o Conflict seen as negative outcome of poor communication, lack of
openness and trust, superiors inability to respond to needs/aspirations
of subordinates
o Fox- “management is viewed as the only source of authority and power
and everyone is pulling in the same direction, united by common
goals”
o Trade unions viewed negatively
o Conflict= abnormal and dysfunctional
Pluralist perspective
o Conflict is a natural phenomenon and can be beneficial to group
performance
o Conflict from individuals/groups pursuing their own interests
o Management should resolve conflicts/help come to a functionable
agreement
o Fox- organisations will contain groups with conflicting perspectives,
each with a power to operate from: conflict is from these interests
clashing. Management doesn’t have sole authority
o Conflict can be resolved when realistic resolution found, beneficial to
both
Interactionist perspective- functional conflict
o Current
o Should aim for minimum conflict, but enough for self-criticism/viability
etc.
o Too much harmony/agreement could result in lack of awareness of
need to change/innovation
Functional conflict- low to moderate levels of subtle and controlled opposition,
which is likely to lead to arousal of motivation and could lend itself to activities
such as non-programmed decision making
, If groups find new approaches to problems, likelier to have more functional
conflict
Perlow- reasonable people making difficult decisions in uncertain conditions are
going to have conflicting opinions that could lead to conflict; could help promote
better decision
Dysfunctional conflict= opposite. Can cause:
o Uncontrolled opposition/discontent
o Inhibits communication
o Undermines cohesiveness
o Increases in-fighting between position members
o Decreases group effectiveness
If too extreme, could lead to violence from alienated employee
Manifestation of Conflict
Individual Conflict
Frustration from individuals when pathway for achieving a personal goal is blocked
Can result in sabotage, eg. destruction of company property
Role Conflict
May occur when individual has number of roles to perform, and fulfilling one
of this roles contradicts the performance of another
Eg. supervisor- expected by managers to be one of the workers,
expected by workers to represent management
May occur when clash between job role and individuals values/beliefs
Eg. Telling manager to lie to workers when this goes against her morals
Group Conflict
Institutionalised conflict
Lateral conflict- two groups want the same scare resource, and are only
interested in their needs of the resource
o Management here is crucial
Workplace mediation- Senior managers should intervene, helping find
resolution, if lateral conflict is long lasting, and individuals from different
departments are cautious of each other/uncooperative
Hierarchical arrangement of occupational groups means each level
experiences conflict with level above it
o Often as different sets of priorities
Emergent conflict
When 2 social forces collide
o Starts when subordinates believe their expertise surpasses their
superiors
Eg. industry managers tells workers to change the way of creating a
product, workers resist and keep making it the same way as before
Can occur if specialist brought in, tells supervisors how workers should
improve, instead of telling the workers the strategies
Sources of Conflict
Communication
Semantic difficulties
o Caused by peoples:
1. Selective perception
Many people receive/filter info so much space for
ambiguous messages
2. Different training
3. Inadequate or too much info about others
Insufficient exchange of information
Noise in channels of communication
