Here we will examine two aspects of the conflict process. First, several factors that have been
found to contribute to conflict will be identified. After this, a model of conflict processes in
organizations will be reviewed.
Why Organizations Have So Much Conflict
A number of factors are known to facilitate organizational conflict under certain circumstances. In
summarizing the literature, Robert Miles points to several specific examples.5 These are as
follows:
Task Interdependencies. The first antecedent can be found in the nature of task
interdependencies. In essence, the greater the extent of task interdependence among individuals
or groups [that is, the more they have to work together or collaborate to accomplish a goal], the
greater the likelihood of conflict if different expectations or goals exist among entities, in part
because the interdependence makes avoiding the conflict more difficult. This occurs in part
because high task interdependency heightens the intensity of relationships. Hence, a small
disagreement can very quickly get blown up into a major issue.
Status Inconsistencies. A second factor is status inconsistencies among the parties involved.
For example, managers in many organizations have the prerogative to take personal time off
during workdays to run errands, and so forth, whereas nonmanagerial personnel do not. Consider
the effects this can have on the nonmanagers’ view of organizational policies and fairness.
Jurisdictional Ambiguities. Conflict can also emerge from jurisdictional ambiguities—
situations where it is unclear exactly where responsibility for something lies. For example, many
organizations use an employee selection procedure in which applicants are evaluated both by the
personnel department and by the department in which the applicant would actually work. Because
both departments are involved in the hiring process, what happens when one department wants to
hire an individual, but the other department does not?
Communication Problems. Suffice it to say that the various communication problems or
ambiguities in the communication process can facilitate conflict. When one person misunderstands
a message or when information is withheld, the person often responds with frustration and anger.
Dependence on Common Resource Pool. Another previously discussed factor that contributes
to conflict is dependence on common resource pools. Whenever several departments must
compete for scarce resources, conflict is almost inevitable. When resources are limited, a zero-
sum game exists in which someone wins and, invariably, someone loses.
Lack of Common Performance Standards. Differences in performance criteria and reward
systems provide more potential for organizational conflict. This often occurs because of a lack of
common performance standards among differing groups within the same organization. For
example, production personnel are often rewarded for their efficiency, and this efficiency is
facilitated by the long-term production of a few products. Sales departments, on the other hand,
are rewarded for their short-term response to market changes—often at the expense of long-term
production efficiency. In such situations, conflict arises as each unit attempts to meet its own
performance criteria.
Individual Differences. Finally, a variety of individual differences, such as personal abilities,
traits, and skills, can influence in no small way the nature of interpersonal relations. Individual
dominance, aggressiveness, authoritarianism, and tolerance for ambiguity all seem to influence
how an individual deals with potential conflict. Indeed, such characteristics may determine whether
or not conflict is created at all.
A Model of the Conflict Process
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