Stages of Development of Conflict

1. Latent Conflict. The basic conditions exist but not yet been recognized.
2. Perceived Conflict. The cause of the conflict is recognized by one or both of the
participants.
3. Felt Conflict. Tension began to build between the participants.
4. Manifest conflict. The struggle is underway.
5. Conflict aftermath. The conflict is ended by a resolution or by suppression.

Types of conflicting Goals:

1. Mutually exclusive positive goals.

A person is motivated toward two or more positive, mutually exclusive goals
at the same time.

2. Positive-negative goals.
An individual tries to achieve a goal that has both positive and negative
results.

3. Negative-negative goals.
The individual tries to avoid two or more negative, mutually exclusive goals.
> Goal conflict forces an individual to make a decision. Most often,
decision-making creates a feeling of conflict within the individual. This
feeling of disharmony is referred to as dissonance.

Levels of conflict

1. Intrapersonal conflict.
‘Role Conflict’ Such conflict makes it difficult to meet one set of expectations
without rejecting another.
It is internal to the individual and is perhaps the most difficult type of conflict.

Adjustive Reactions Psychological Process

Compensation Individual devotes himself to a pursuit with increases
vigor to make up for some feeling of real or imagines
inadequacy.
Conversion Emotional conflicts are expressed in muscular,
sensory, or bodily symptoms of disability,
malfunctioning, or pain.
Displacement Redirects pent-up emotions toward persons, ideas or
objects other that the primary source of the emotion.
Fantasy Daydreaming or other forms of imaginative activity
provide an escape from reality and imagines
satisfaction.
Negativism Active or passive resistance, operating unconsciously.
Rationalization Justifies inconsistent or undesirable behaviour, beliefs,
statements, and motivations by providing acceptable
explanations for them.
Regression Individual returns to an earlier and less mature level of
 adjustment in the face of frustration.
Repression Completely excludes from consciousness impulse,
experiences, and feelings that are psychologically
disturbing because they arouse a sense of guilty or
anxiety.
Resignation, apathy, and Breaks psychological contact with the environment,
Boredom withholding any sense of emotional or personal
involvement.
Flight or withdrawal Leaves the field in which frustration, anxiety, or
conflict is experienced, either physically or
psychologically.
Source: Psychology in Administration: A Research Orientation by Timothy W.
Costello and Sheldon S. Zalkind

2. Interpersonal conflict.
It deeply affects the individual feelings and emotions.

3. Intergroup structural conflict.

The seed of intergroup conflict arises whenever there are limited resources.

Types of Structural Conflict

Communication barriers
Semantics difference can cause conflict.

Goal segmentation and rewards

Every functional unit of an organization has different functional objectives.
When it emerges probable personality clashes may arise.

Unequal department dependence

Mutual departmental dependence

Two departments are dependent on each other for the accomplishment of their
respective objectives which may be a potential for structure conflict.
 Group A

Goals Pooled

Group B

Group A Group B Goals Sequential

Goals Group A Group B Goals Reciprocal

Functional unit and the environment

Issues and existing problem level

These should be brought into the open so that they can be fully understood and
explored.

Two types of Conflict under Intergroup conflict:

Functional Conflict
> It is a confrontation between groups that enhances and benefits the organization’s
performance.

Dysfunctional Conflict
 It is any confrontation between groups that harms the organization.
Relationship between Intergroup Conflict and Organizational Performance
Level of Inter- Probable impact on Organization Level of
Group conflict Organization Characterized By Organizational
Performance

Situation I Low or none Dysfunctional  Slow Low

adaptation to
environment
al changes
 Few changes
 Little
stimulation
of ideas
 Apathy
 Stagnation

Situation II Optimal Functional  Positive High

movement
toward goals
 Innovation
and change
 Search for
problem
solutions
 Creativity
and quick
adaptation to
environment
al changes
Situation III High Dysfunctional  Disruptions Low
 Interference
with
activities
 Coordination
difficult
 Chaos

Causes of Conflicts

1. Organizational change
This change will naturally affect global economy and other social structures of
society.

2. Personality clashes
Individual differences are basic concept affecting organizational behaviour.

3. Different set of values

The disputes resulting from diverse philosophy and value orientation,
oftentimes, are difficult to resolve, because they are not as objective as disagreements
over alternative products and services, and promotional campaigns.
4. Threat to status
The status or social rank of an individual in a group is very important to a lot
of people.

5. Contrasting perceptions
People perceive things differently as a result of their previous experiences.

6. Lack of trust
It may take time to build trust, but it can be destroyed in an instant.

7. Role dissatisfaction
Professionals in any kind of organization with satisfactory performance who
receive little recognition and have limited opportunities for advancement may initiate
conflict.

8. Role ambiguity
Ambiguities in the description of a particular job of employees can lead to
structural conflict.

Advantages of conflict

1. People become more creative and would like to experiment with new plans and
ideas.
2. Hidden problems are brought to the surface where they are confronted and
eventually solved.
3. Conflicts energize workers to be more involved to the issue, even if not all of the
resulting activity may be constructive.
4. As a process, it often provides an outlet for pent-up tensions resulting in catharsis.
5. Conflicts can result in an educational experience.

Disadvantages of conflict

1. If the conflict lasts for a long period of time, it may become so intense that it may
be allowed to focus on personal issues.

2. The interpersonal level, cooperation, and team effort among workers may
subsequently deteriorate.

3. Distrust start to grow among workers who need to coordinate their efforts and, as a
result, the organization’s desired objectives are prejudiced.
Five types of reaction to conflict

Very high

Competition Collaboration

Importance of the
Interaction to Goal
Attainment
Compromise

Avoidance Accommodation

Very low

Very incompatible Very Compatible

Degree of Group Goal Compatibility