Conflict in Workplace Organizations
Abstract
An analysis of how conflict in the workplace is both necessary and unavoidable, while still being something that needs to managed efficiently. Conflict has both negative and positive aspects in an organization depending on how it is managed and handled within that organization and can have widespread and long lasting effects on the wellbeing and ultimate success or failure that it experiences. Recognizing different types of conflict and the ways that an organization deals with them become vital for that organization. Toward this end we will look at unproductive versus productive conflicts, Corporate Culture; how it effects how conflicts are dealt with, and leadership roles in handling conflicts.
Conflict in Workplace Organizations
In dwelling, live close to the ground.
In thinking, keep to the simple.
In conflict, be fair and generous.
In governing, don't try to control.
In work, do what you enjoy.
In family life, be completely present.
-Tao Te Ching
Organizational conflict is the tension that exists in an organizational environment. This tension is created by people’s ability to resist constraints of the organization even while working towards a collaborative goal. Conflict is an unavoidable part of human relationships (DiSanza, & Legge. 2005). Conflict is the interaction of different individuals who believe they have incompatible goals and need to interfere with each other in order for one to reach the outcome they perceive as necessary. The text mentions that conflict is often mistakenly attributed to personality differences or communications failures but goes on to explain that most conflicts would not exist without an actual difference of opinion on how things should be done or goals. The most interesting point made though is that while people tend to avoid conflict and it would appear something to avoid, too little conflict can be as bad for a team as too much conflict. The primary reasons for conflict arising are listed by (Daft, Kendrick, Kershinina, 2010) as being scarce resources, communication breakdowns, personality conflicts and goal differences.
The phenomena whereby too little conflict becomes a problem is referred to by the text as ‘groupthink’, and is described as including the illusion of invulnerability and rationalizations. All of the various behaviors that are included in groupthink are basically ways that people avoid thinking for themselves and justify this by the fact that they are doing what everyone else is. The opposite of groupthink, of course, is too much conflict. This would be where the conflict reaches the point of preventing the organization from meeting its goals or even simply hindering or delaying those accomplishments unnecessarily.
Unproductive vs Productive Conflict
Unproductive conflict in an organization is when issues occur between members of the organization that are not resolved.This leaves both parties feeling angry and frustrated. It is not uncommon for unproductive conflict to occur when the important issues are not communicated, but instead lesser ones are being pointed out through ways that elevate the conflict instead of addressing the issues. Productive conflict, on the other hand, is an open exchange of conflicting or differing ideas in which all parties feel they are being heard and respected. They are then unafraid to voice dissenting opinions that may benefit the organization’s end goals in ways that others have not anticipated. As this type of conflict allows people to feel comfortable sharing conflicting opinions and ideas, it is a dynamic process that may reveal new possibilities and insights.
One method of turning conflict into more productive conflict is active listening (Lannon, & Gurak, 2017). This book describes listening as a key element to getting along, building relationships and learning information. Whereas affective conflict often results in negative consequences, substantive conflict can yield positive outcomes. Teams as well as individuals, who experience conflict are able to make better decisions (Organization Comm. 2017). Since success is often linked to profit another way to look at this is; the stronger members of an organization’s ability to engage in productive conflict, the more profitable the organization will be. Every company has specialists or experts in their field, because each one of them has different life experiences, and problem solving skills that they bring to the organization. This ability for individuals to come together as a team and share ideas, expertise and opinions inspires creative and forward thinking decisions. But this will inevitably involve conflict in the organization as different opinions on the most efficient way to accomplish each goal emerge. Once these conflicts are identified it is important then that they be addressed through productive methods so as to avoid unproductive conflict festering in the organization. Even when dealing with people outside the organization there are benefits from productive successful conflict skills since interactions with clients or customers can be handled in ways that undermine trust, create negative feelings and ultimately turn customers away or that allow relationships to flourish.
Organizational Culture
Organizational or corporate culture may play a role in how conflict is handled within a particular organization. The conflict perspective on culture as described in (Buchanan, & Huczynski, 2004) says there may be an absence of consensus as a form of stress that makes conflict inevitable. They go on to say that; organizations are fragmented groupings which are rarely reconciled, therefore conflict may be the norm rather than consensus within organizations which challenges the notion of the existence of a single organizational culture. One major influence described by (Daft, Kendrick, Kershinina, 2010) as effecting internal corporate culture with regards to the way conflict is handled is the external environment. It cites a study done at Harvard that found that the internal culture must embody what it takes to succeed in the environment. In other words adaptation to the specific types of conflicts presented in certain situations is necessary.
Returning to the subject of groupthink as an element of corporate culture, since it is also rooted in the idea of corporate culture. One where conflict is ignored or downplayed to the point it ceases to be a motivating factor. It is described by (DiSanza, & Legge. 2005), as a lack of conflict that contributed to such well known failures as that of the Space shuttle Challenger(1983) and the Toyota Motor Companies quality problems (2009-2010). Groupthink is also discussed in (Organizational Comm. 2017), where it is described as a misunderstanding where team members perceive common goals and processes without questioning them in an effort to avoid conflict. Similarly (Buchanan, & Huczynski, 2004) describe how groupthink is the tendency for groups to seek concurrence and the illusion of unanimity and that to prevent groupthink occurring, individuals who disagree with the group’s evolving consensus must be willing to make their voices heard. This is certainly difficult in organizations where employees may fear reprisal from senior management with differing opinions.
Leadership Roles
This can apply to not just recognized leaders in the organization such as supervisors, managers or other direct superiors, but perhaps even more so to anyone who can take charge of a given situation. (Daft, Kendrick, Kershinina, 2010) Suggest that leadership is dynamic and involves the use of power to influence people and get tasks accomplished. If this leadership is collaborative in nature and allows for the organization to take the best ideas of the group and apply them as a team approach then conflicts can be minimized while still maintaining active participation. (Markel, 2017) describes the role of leadership as those
who can help minimize interpersonal conflict thus helping the team to work effectively and encouraging others to do their best work they also say that leadership and the organization as a whole should establish procedures for resolving conflict productively, noting that disagreements about a project can lead to a better product. Because of this leaders need to give collaborators an opportunity to express ideas fully and find areas of agreement.
Conclusion
Since all the material reviewed for this paper concludes that conflict is inevitable in an organization, it is only prudent to be prepared for it. The best outcome for any organization is when the conflict is handled in a positive and productive manner. A key element to having this take place is operational planning and having leadership that is aware of the ways to handle conflict and the outcomes that can evolve. This can enable the organization to maintain procedures for resolving conflict in the most productive manner possible.
References
DiSanza, J. R., & Legge, N. J. (2005). Business and professional communication: plans, processes, and performance. Boston: Pearson.
Lannon, J. M., & Gurak, L. J. (2017). Technical communication. Boston: Pearson.
Daft, R. L., Kendrick, M., & Vershinina, N. (2010). Management. Andover.
Organizational Communication Revel Access Card Foundations, Challenges, and Misunderstandings. (2017). Pearson College Div.
Buchanan, D. A., & Huczynski, A. (2004). Organizational behavior: an introductory text. Harlow: Financial Times/Prentice Hall.
Markel, M. (2017). Technical Communication. : Bedford Books ST. Martins.