The following describes a number of the sources of
conflict in the workplace:
a.
Organizational Conflict
Organizational conflict stems from a
disparity between the existing organizational culture (“the way we do things
around here”) and the organization’s written mission and value statements. A
written value statement, for example, might applaud risk-taking; however,
people find themselves in trouble if the risk results in failure. An open door
policy is proclaimed, but management is inaccessible. Leaders are perceived as
not “walking their talk.” In reviewing the Old Perspectives about Conflict,
multiple sources of authority, a bureaucratic mindset, and a rigid chain of
command were mentioned as frequent sources of conflict.
b. Interest-Based
Conflict
Interest-based conflict stems from
clashes between different departments, units, and/or functions. Divisions clash
because of different needs and priorities and styles. For example, Operations
is concerned about meeting deadlines that conflict with pre-selling strategies
of the Sales department; the Research and Development and Marketing departments
clash over issues such as release dates for new software; Finance tends to be
detail-oriented, whereas Marketing is “big picture” focused. “Silo”
perspectives exist when each department thinks of itself as a separate entity
whereby if one department gains, the others will automatically lose.
c. Informational Conflict
Informational conflict stems from poorly
used, formal channels of communication. New regulations are heard about through
the grapevine, creating uncertainty and unease about their implementation.
Changes in rules affecting budgets come after the financial planning process is
complete. Information is distorted and ambiguous, leaving competing groups to
interpret it themselves to their advantage. People withhold information from
each other so as to maintain power and influence. The “rumor mill” is very
active, causing ill will among the groups affected.
d. Interpersonal Conflict
Interpersonal conflict stems from poor
relationships between managers and employees on the one hand and among peers on
the other. Feedback is looked upon as criticism. Managers use their authority
in ways that de-motivate employees. Power is used to coerce. There is a
mismatch between a person’s skills and the job expectations, creating ill will.
For example, people hired for their sales skills complain that they spend half
their time on paperwork. Interpersonal conflict between peers may come about
because of personality clashes, incompatible styles, real or perceived issues
of favoritism, and so forth. A breakdown in communication creates a downward
spiral of misunderstanding.
e. Cultural Conflict
Culture refers to the sum total of the
way we act and react within our living and working environment; a shared set of
beliefs, values, attitudes, customs, and behaviors.
Conflict that has a source in cultural
differences may stem from differences in racial, ethnic, or gender perspectives,
and/or communication styles. However, we must be cautious about attributing any
set of characteristics to a whole cultural, racial, or ethnic group when they
may in fact result from individual differences based upon age, education,
class, regional origins, and general life experiences. Groups tend to have as
much variation within them as between them and other groups.
The concepts of “Individualist” and “Collectivist” as they apply to
cross-cultural differences can be used in understanding conflict situations.
Individualist characteristics tend to exist in North America and Western
Europe, whereas Collectivist characteristics tend to exist in most Arab,
African, Asian, and Latin American regions.
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