Conflict can be regarded as a reality of management and organizational behavior. Most of us will understand what is commonly meant by organizational conflict and be aware of its existence and effects. Yet conflict is another term which can be defined and interpreted in a number of ways. We can see conflict as behavior intended to obstruct the achievement of some other person’s goals. Conflict is based on the incompatibility of goals and arises from opposing behaviors. It can be viewed at the individual, group or organizational level.
Conflict is not necessarily good or bad but inevitable feature of organization life. Even if organizations have taken great care to try and avoid conflict it will still occur. Conflict will continue to emerge despite attempts by management to suppress it.
Conflict, if it appears, means that the organization is alive. The group tries to solve now and then quite difficult tasks by using different ideas. It can significantly improve the company’s performance when it is oriented on the task solving. But it can very quickly move from task to the people and their emotions. In this case the influence of the conflict on the organization may be very destructive. And everyone should realize that.
Table of Contents
- Preface
- Case of a Conflict
- Some Definitions of a Conflict
- Transitions in Conflict Thought
- The Traditional View
- The Human Relations View
- The Interactionist View
- Functional versus Dysfunctional Conflict
- The Conflict Process
- Stage I: Sources of Conflict
- Stage II: Conflict Perceptions and Conflict Emotions
- Stage III: Manifest Conflict
- Stage IV: Conflict Outcomes
- Conflict Management Styles
- Choosing the Best Conflict Management Style
- Minimizing Dysfunctional Conflict
- Résumé
Objectives and Key Themes
This essay aims to explore the nature of conflict within organizations, examining its various definitions, historical perspectives, and management strategies. It uses a case study of a law firm's dissolution to illustrate the destructive potential of unresolved conflict.
- Definitions and interpretations of organizational conflict
- Evolution of perspectives on conflict (traditional, human relations, interactionist)
- Functional versus dysfunctional aspects of conflict
- Stages of the conflict process and escalation
- Strategies for managing and resolving conflict
Chapter Summaries
Case of a Conflict: This chapter details the demise of Shea & Gould, a prominent New York law firm. Despite financial success, internal conflict among partners, escalating from disagreements between younger and older generations of lawyers in the mid-1980s, ultimately led to the firm's dissolution in 1994. This case serves as a stark illustration of how interpersonal conflict, even in a highly successful organization, can have devastating consequences, highlighting the importance of effective conflict management.
Some Definitions of a Conflict: This section provides multiple perspectives on the definition of conflict. It distinguishes between conflict and competition, emphasizing that conflict isn't solely defined by opposing goals but can also stem from differing perceptions or interpretations of a situation. The chapter differentiates between intra- and inter-personal, group, and national conflicts, setting the stage for a deeper understanding of the multifaceted nature of conflict dynamics.
Transitions in Conflict Thought: This chapter traces the evolution of perspectives on conflict, starting with the traditional view which sees conflict as inherently negative and disruptive, moving on to the human relations view which acknowledges the possibility of constructive conflict, and finally to the interactionist view which considers conflict as both inevitable and potentially beneficial, depending on its management. This historical overview highlights the shifting understanding of conflict's role in organizations.
Functional versus Dysfunctional Conflict: This section explores the dual nature of conflict, differentiating between functional conflict (which can stimulate innovation and improvement) and dysfunctional conflict (which hinders productivity and collaboration). It lays the groundwork for understanding how conflict management strategies should aim to leverage the positive aspects of conflict while mitigating its negative effects. The chapter likely offers frameworks for identifying and distinguishing between these two forms of conflict.
The Conflict Process: This chapter outlines a four-stage model of the conflict process, covering sources of conflict (differing goals, values, task interdependence, lack of rules, scarce resources, communication problems), conflict perceptions and emotions, manifest conflict, and conflict outcomes. Understanding these stages is crucial for effective conflict management, allowing for proactive interventions at various points in the process to prevent escalation and promote resolution.
Conflict Management Styles: This chapter explores various conflict management styles and strategies, providing guidance on choosing the most appropriate approach depending on the specific context. It emphasizes the importance of minimizing dysfunctional conflict while harnessing the potential benefits of constructive conflict. This practical section is likely to offer a framework or model for effective conflict resolution.
Keywords
Organizational conflict, conflict management, conflict resolution, functional conflict, dysfunctional conflict, conflict process, case study, Shea & Gould, interpersonal conflict, organizational behavior.
Frequently Asked Questions: A Comprehensive Guide to Organizational Conflict
What is the main focus of this text?
This text provides a comprehensive overview of organizational conflict. It explores various definitions of conflict, traces the evolution of perspectives on conflict, examines the functional and dysfunctional aspects of conflict, details the stages of the conflict process, and offers strategies for managing and resolving conflict. A case study of the law firm Shea & Gould is used to illustrate the destructive potential of unresolved conflict.
What are the key themes explored in this text?
Key themes include: different definitions and interpretations of organizational conflict; the evolution of perspectives on conflict (traditional, human relations, interactionist); functional versus dysfunctional conflict; the stages of the conflict process and escalation; and strategies for managing and resolving conflict.
What case study is used in the text, and what does it illustrate?
The text uses the case study of Shea & Gould, a New York law firm, to illustrate how internal conflict, stemming from disagreements between different generations of lawyers, ultimately led to the firm's dissolution. This highlights the devastating consequences of unresolved conflict, even in a financially successful organization, and underscores the importance of effective conflict management.
What are the different perspectives on conflict discussed in the text?
The text examines three main perspectives on conflict: the traditional view (seeing conflict as inherently negative), the human relations view (acknowledging the possibility of constructive conflict), and the interactionist view (considering conflict as both inevitable and potentially beneficial, depending on its management).
How does the text define functional versus dysfunctional conflict?
Functional conflict is defined as conflict that stimulates innovation and improvement within an organization. Dysfunctional conflict, on the other hand, hinders productivity and collaboration. The text emphasizes the importance of managing conflict to leverage the positive aspects while mitigating the negative ones.
What are the stages of the conflict process outlined in this text?
The text outlines a four-stage model of the conflict process: Stage I: Sources of Conflict (differing goals, values, etc.); Stage II: Conflict Perceptions and Conflict Emotions; Stage III: Manifest Conflict; and Stage IV: Conflict Outcomes. Understanding these stages is crucial for effective intervention and resolution.
What conflict management styles and strategies are discussed?
The text explores various conflict management styles and strategies, offering guidance on choosing the appropriate approach based on the specific context. It emphasizes minimizing dysfunctional conflict and harnessing the benefits of constructive conflict. A framework or model for effective conflict resolution is likely provided.
What are the key words associated with the themes of this text?
Keywords include: Organizational conflict, conflict management, conflict resolution, functional conflict, dysfunctional conflict, conflict process, case study, Shea & Gould, interpersonal conflict, and organizational behavior.
What is the purpose of the chapter summaries provided?
The chapter summaries provide concise overviews of each section's content, highlighting the key points and arguments presented in each chapter. They serve as a quick reference for readers to grasp the essence of each chapter before delving into the detailed information.
- Quote paper
- Hartwin Maas (Author), 2004, Conflict! - Reality of management and organizational behavior, Munich, GRIN Verlag, https://www.grin.com/document/80954
