A team comprises a group of individuals with many complementary skills working towards a common goal that has to be attained in unison and the group is held responsible for any possible outcome of the work. During the process, a struggle or contest arises amongst two or more members of the team. Due to the subjectivity of the views and values by the team members, conflict is inevitable. Conflict is a clash of interests, Values, Actions and Directions (De Bono, 1985).Conflict occurs as a result of organizational intricacies, disagreements and interactions. The results of the conflicts are not predictable and vary from one conflict to another.
It is important for managers to understand what the most common causes of conflict are in the workplace. Often conflicts will begin as one type and evolve into another, or can be complex and incorporate various types of conflict. It is important for managers to recognize and identify the various types of conflict so that you can address the situation appropriately. The most common conflicts in the workplace are feelings of being undervalued, impractical expectations, stress, internal conflict, and poor management leadership. (Walker & Miller, 2015).
Conflict Resolution and Negotiation Conflict is a clash of interests, values, actions, views or directions. Conflict refers to the existence of that clash. Conflict is initiated the instant clash occurs. Generally, there are diverse interests and contrary views behind a conflict, which are revealed when people look at a problem from their viewpoint alone. Conflict is an outcome of organizational intricacies, interactions and disagreements.
• Intragroup Conflict This type of conflict occurs among individuals in teams. This creates a lot of misunderstanding and misconceptions. This arises when people have different personalities and they form different point of views. It also arises due to interpersonal disagreement. That is, the people form their proper opinion and each of them seem to be right according to them.
It often differs from person to person, group to group, cultural background to cultural background or between and among nations. Conflicts are also tensions situations in which people that are dependent upon one another attempt to reach incompatible objectives or to implement differing action plans2. Conflict can be caused by various reasons such as; Differences in values, beliefs, perceptions, or opinions, individual clashes, lack of cooperation, lack of trust, authority issues and competition for limited resources etc. Also, developments embedded in the internal structures of one or more clashing countries often leads to conflict while a change in this structure might lead to the end of this conflicts or their recurrence. Territorial claims, ideology, colonialism, nationalism, religion and natural resources have been the main sources of conflict throughout the world while the causes
In every organisation there is bound to be conflict among staff which is where conflict management comes in as it is the management of negative conflict within the company. Conflict can cause dysfunctional and functional conflict. Dysfunctional conflict causes group performance to be affected while functional conflict improves group performance. Conflict can exist between supervisor and subordinates or suppliers and customers. Conflict occurs when two or more people disagree.
While it is definitely difficult to eradicate conflict in a culturally diverse society, the true cause of conflict is not exactly diversity itself. Instead, it is caused by unacceptance and intolerance of different lifestyles, ethnic groups, religions, etcetera, leading to oppression and discrimination. However, people are not born naturally prejudiced towards others – this is instead cultivated and influenced by the people they are surrounded by. This goes to show that nation-states can gradually work towards achieving peace, but the pre-condition would be for the majority
As such, employers may provide too much information at a goal when engaging their employees. This results in information overload which does not benefit either party. Last but not least, some employees may not trust their superiors
It can also be referred to as a feeling of displeasure or misunderstanding between people at workplace which stemmed from uncontrolled workplace exigencies such as unclearly defined roles, assignments or tasks, organizational structure, sharing of resources, role dependency, communication gap, poor remuneration or compensation scheme, job insecurity, differences in managerial styles, organizational change and so on . Flowing from the mainstream of definition of organizational conflict, three distinct views have emerged. These include; traditional view, human relation view and interactionist view. The traditional view considers organizational conflict as a negative occurrence, violence or destruction that has devastating impact on organizational performance and effectiveness. The human relation view perceives organizational conflict as a natural event that may enhance organization performance and effectiveness; if it is effectively managed.
Units or individual managers, are in conflict, not only can promote the rupture of communication links within the organization, but to use a communication network to achieve its goals in the fight with other units or leaders. A high degree of spatial differentiational barriers to the flow of information according to certain communication channels because of the distance of the individual structural units of the organization. Indeed, using modern means to convey necessary information, but sometimes difficult to follow orders; in addition, the problematic possibility of subordinates to communicate with a distant Central