por What is an organizational conflict?
He organizational conflict It is a state of discord among the members of an organization resulting from disagreements, real or perceived, related to their needs, values, resources, or interests. In past times these situations were considered negative in all their aspects.
Currently, organizational conflict is analyzed as part of a normal and almost inevitable process, because the parties involved have a significant psychosocial burden. This conflict could become a relevant source of opportunities for personal and organizational growth, as long as it is managed effectively.
If there is no solution, it can mean total chaos in the company, and can trigger serious consequences in it. In no case should a conflictive situation be ignored, as it will increase the problem, with the consequence of having a negative impact on the organization’s performance.
That is why it is important to identify the causes that generate it and the people who are involved, which will allow planning the strategies to follow to face it and solve it.
An example of organizational conflict is the disagreement in firing an employee between the director and the deputy director of a company. Another might be a conflict between two computer technicians who disagree on who made a mistake.
Types of organizational conflict
intrapersonal
When the point of view that the worker has about a situation differs from the vision of the company. The causative factors can come from within the person involved (beliefs, values, personal or family situations) or from the environment.
The worker may show disinterest in certain assigned activities, due to being contrary to his personal vision. This can become a problem, since they will show resistance to being part of the work team.
interpersonal
They occur between two people who work within the organization, because they have different points of view on the same thought, goal or topic.
It can occur between equals or between bosses and subordinates, and people from the same group or from different groups may be involved.
They arise for various reasons: differences in personality or style, personal or family problems, even organizational factors such as leadership, management and budget.
intragroup
They appear within the same group and can be generated by multiple causes. An example may be the existing relationship between the old members and the new worker, creating a discrepancy between the worker’s expectation of how to be treated and the reality he perceives.
Causes such as poor communication, internal competition, difference in values and interests, scarce resources and personality clashes also play a role.
intergroup
It appears between two or more groups in the same organization and can be attributed to differences in the priorities of each work team, access to limited resources, the control that certain groups want to exercise over others, etc.
Here a horizontal tension can occur due to competition between functions; For example, the sales department vs. the production one. There can also be a vertical tension due to competition between hierarchical levels; for example, the administrative management against the head office.
general causes
role clash
It refers to when an individual has multiple roles within the organization or when they are not well defined. If it is not clear who is responsible for a task or project, the conflict is created.
Aggressive or passive behavior
This type of behavior is harmful to the group, since it can create a hostile environment and nullify any attempt at teamwork.
office romance
Accusations of favoritism can arise, especially if it involves a relationship between a superior and his employee.
Lack of sources
Insufficient resources such as time, money, and materials can promote conflict, as company members compete with each other to obtain them.
Communication interference
When an employee requires information from another and the latter does not respond adequately, unreliable information is generated.
General stages in an organizational conflict
latent conflict
At this stage there are factors that could potentially become triggers for a conflict.
People have different ideas, values, personalities, and needs, which can create situations where others disagree. This in itself is not a problem, unless a dispute occurs to expose these differences.
Emergent
At this stage the conflict begins to set in, as the parties involved acknowledge that they differ in opinions on a given issue, causing tension and discord.
Climbing
If the parties involved cannot reach a resolution, the conflict can escalate, escalating. This may attract more people and involve them, increasing the tension, creating factions on one side or the other.
Stagnation
During this phase, the confrontation has gotten out of control to the point that neither party is willing to back down from their positions, and each side insists that its beliefs are correct.
Negotiation
At one point in the process, one or more of the people involved in the conflict realize the need to find a way out. During this stage, the parties begin to negotiate and consider finding a solution.
Resolution
After hearing the views of each person involved, the participants can sometimes come to a resolution of the problem they are facing.
Reconciliation
If the parties reach a solution, it is necessary to repair relationships that may have been damaged during the conflict.
Examples of organizational conflicts
A bank employee makes a mistake that costs millions of dollars. A conflict is created between the director, the employee and the technicians, since they do not agree whose responsibility it is. A secretary complains to the human resources department that the manager abuses her trust. The department head of a department store communicates aggressively with his team, prompting complaints from his subordinates. Two purchasers fight to have the maximum annual budget. Employees of a car manufacturing company go on strike because they are unhappy with the working conditions.
Case of organizational conflict in fictitious company
Marta is an excellent analyst who works in the purchasing area of a manufacturing company, under the orders of the head of that department.
When he started working, he observed that the rest of the staff did not follow the work rules, which annoyed him because it prevented him from doing his job efficiently.
Added to this, the owner’s wife had an opinion and interfered in his work, even though she did not work for the company. At first she had good professional relations with her boss, but then they became strained because she complained about the interference of the owner of the company.
In a meeting, Marta could not control herself and had a heated argument with her boss; this uncomfortable environment has become more and more acute. She feels that her work is not valued or recognized, which is why she does not feel confident that she can continue within the company.
All this situation causes him to have a conflictive picture both with his boss and with the owners of the company.
Conflict resolution
In view of this interpersonal conflict, the owner and the Human Resources manager decide to intervene. They organize strategies focused on self-esteem, diagrams of work areas, definition of roles and responsibilities, and assertive communication.
Marta is learning to develop assertive behaviors and to communicate effectively. She is also learning to set limits.
In the department that works, there is already an organization chart, where each position is well specified with their respective roles. Discussions have decreased significantly and the work environment is no longer hostile.