Running head: Workplace
Workplace Conflict and Resolution
BMAL 501 Liberty University
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Running head: Workplace Conflict and Resolution
Abstract
Conflict remains unavoidable in the workplace today. It can occur at any level within an
organization and can be functional or dysfunctional to a group or organization. Functional
conflict aims to support the goals of a group and increase group performance while dysfunctional
conflict hurts group performance and influences relationships negatively. Leaders must
recognize the different types of conflict. Task conflict, relationship conflict, and process conflict
are all types of conflict that have the ability to be functional within an organization as long as
they are managed at the appropriate level and before emotions escalate. To resolve conflict
effectively, leaders must learn what causes conflict. Peoples values, workplace bullying, and
difference in expectation leads to conflict that could be a result of misunderstandings.
Developing conflict management styles allows leaders to find the best possible solution to
resolve conflict. While it remains a rather new phenomenon, conflict coaching appears to be an
effective tool manager can use at any level during conflict resolution. Managers must remain
adaptable in any given situation when it comes to their style of conflict resolution.
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Running head: Workplace Conflict and Resolution
Workplace Conflict and Resolution
Workplace conflict exist in every organization. “Today’s organizations deal with high
levels of workplace conflict resulting from difference in human relations, confusing
organizational standards, competition among members, and units for scarce resources, budget
cuts, employee layoffs, job expansion, and global competition” (Katz & Flynn, 2013, p.396).
Because conflict occurs when opposing interests collide, “conflict in organizations is a daily
occurrence because a consensus of opinion concerning rules governing the organization seldom
exists among staff” (Omisore & Abiodun, 2014, p.119). Overall, there is a widespread lack of
expert knowledge available in conflict management, but from research, organizations have
learned that conflict can be costly, whether negative or positive. If conflict goes unaddressed,
organizations undergo cost through loss of productivity, low morale amongst staff, or even
lawsuits if not addressed appropriately (Nendal, 2013, p. 3). While there are many types and
causes of conflict, managers must learn different styles and discern problems encountered with
conflict resolution.
Types of Conflict
“Conflict is a reality in everyone’s life and should be considered a natural process that
occurs daily” (Omisore & Abiodun, 2014, p. 122). Omisore and Abiodun explain that conflict,
when managed correctly, stimulates innovative thinking. Negative conflict within an
organization could be a result of poor communication between people and a lack of trust.
Conflict can be functional or dysfunctional within an organization. The purpose of
functional conflict plan to support the goals of a group and increase group performance.
Organizations should aim for constructive conflict instead of trying to eliminate conflict all
together. “The healthiest and most productive organizations understand that conflict handled
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Running head: Workplace Conflict and Resolution
correctly can be a source of energy and creativity to the organization” (Nendal, 2013, p. 3). The
absence of conflict equals dysfunction. Dysfunctional conflict hurts group performance and
influences relationships negatively. “Like the ripple effect of a pebble dropped in a calm pool of
water, the impact of an on going dysfunctional working relationship quickly extends beyond the
individuals involved and wreaks havoc on organizational performance” (Kaufman, 2012, p. 102).
To differentiate between functional and dysfunctional conflict, leaders must first look at
the different types of conflict. Task conflict happens when expectations and visions differ among
team members and relates to the goals and content of the task. Onielll and colleagues conducted
a study and found that “task conflict exhibited a positive relation with team performance in
decision making” which is contrast from earlier research which found a negative correlation
between task conflict and performance in decision making (2013, p. 251). Task conflict focuses
on the actual problem at hand like completing a task with necessary resources (Solansky, Singh,
Huang, 2014, p. 84). “Many people avoid task conflict because it can be personally stressful,
even when it benefits performance overall” (Loughry & Amason, 2014, p. 334). Differences in
opinion helps produce task conflict that allows teams to make better decisions and increase
performance. Low levels of task conflict can be viewed as functional because group stimulation
is enhanced and and ultimately it has a positive effective on the group overall.
When group members fail to communicate effectively then relationship conflict occurs.
“Relationship conflict gives rise to interpersonal difficulties that likely make it difficult for the
team to function well together” (Oniell, Allen, & Hastings, 2012, p. 252). When relationship
conflict exists, the motivation of the group is effected resulting in rigidity and biased information
processing (De Witt, Jehn, & Schceepers, 2013, p. 185). Relationship conflict is framed highly
on miscommunication and strong emotions. Because personalities clash and group performance
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Running head: Workplace Conflict and Resolution
is hindered, relationship conflict is commonly viewed as dysfunctional. Some research has
suggested that a way to relieve opposing outcomes of relationship conflict rest on individuals
refraining from other teammates instead of focusing on trying to salvage interpersonal
differences.
Process conflict involves a group planning the process they will use to reach a goal;
basically how the work will be accomplished. “When process conflict arises over the delegation
of tasks, members who disagree with their task assignment may feel the task is below them and
feel that being assigned the task is a personal insult” (De Wit, Jehn, & Greer, 2012, p. 362).
Culture plays a huge role in which process conflict effects roles and responsibilities of group
members because of cultural differences in power (p. 364). Reactions and behavior to conflict
can be directly related back to one’s cultural context. Culture ultimately shapes one’s
perceptions and judgments. Regardless of the issue, if process conflict remains unmanaged, it
has the potential to turn into relationship conflict. Overall, process conflict tends to be beneficial
if monitored at low levels because group motivation and engagement increases.
Causes of Conflict
Conflict can be caused by factors related to individuals as well as disagreements about
team decisions and productions. Conflict can become destructive very quickly if not managed
properly. Prior research viewed conflict as bad and detrimental to a groups outcome, but new
studies have proved that conflict can be good when managers discover the cause of the conflict
early on in the conflict process. Peoples values, workplace bullying, and difference in
expectation leads to conflict that could be a result of misunderstandings. To manage conflict
effectively, managers must understand causes of conflict.
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Running head: Workplace Conflict and Resolution
Value conflict occurs because people have different ways of life and morals. “Value
conflict emerges when parties disagree about normative convictions and arguments about what is
appropriate, reasonable, or just in a particular situation” (Kouzakova, Ellemers, Harnick, &
Schceepers, 2012, p.798). Individuals often are unwilling to negotiate differences when it comes
to values because generally those values help shape their entire lives. “If parties of the conflict
have opposite or different values, it will result in dissimilar sides and attitudes” Prause &
Mujtaba, 2015, p. 15). Cultural values also play a role in value conflict because one side
believes their way of life is the norm and the opposing side remains dotty. Differences in
expectations and assumptions as well as behavior are viewed as morally wrong which gives birth
to conflict.
Power also causes conflict in organizations. Linda Shallcross and colleague’s study
examined the roles of unresolved conflict in the workplace in particular with mobbing and roles
of powers. “Instead of dealing with the situation as workplace bullying, as might be expected,
the participants in this study identified that the organization tends to join in with the perpetrators
until the target is no longer able to continue in his or her position due at least in part to a
diminished sense of power and personal agency” (Shallcross, Ramsay, Barker, 2013, p.197).
Imbalance in power positions plays a key role in workplace bullying. When a party holds more
power over another, they impose their views and solutions on the other. When conflict goes
unresolved, it has the potential to turn into bullying. Bullying proves that unsolved conflict has
turned into an immense level of intensification resulting in an inflation of imbalance of power.
The leading cause of interpersonal conflict is ineffective leaders. “Leaders inadvertently
contribute to the dynamics of conflict by not intervening soon enough or discounting signs of
conflict” (Nendal, 2013, p. 3). Misunderstandings and conflicting values rest highly on the
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causes of interpersonal conflict. Leaders need to make adjustments were needed when managing
conflict and help diffuse situations that may arise. The workplace environment remains
dynamic and personal differences among individuals may develop and tension may rise.
Relationship conflict relates to interpersonal conflict because personalities clash and emotions
escalate.
Organizational conflict occurs as a result of poor policy management and inadequate
leaders. Clearly defining organizational roles can cut down on organizational conflict. “Many
grievances, poor performance and lack of efficient activities cause lower performance levels and
due to conflicts between managers and employees, they will not be able to know the causes and
sources of conflict which underlie many of the conflicts in the organizations” (Hasani,
Boroujerdi, Sheikhesmaeili, & Aeini, 2014, p. 1015). Hasani and colleagues make a valid point
in that conflict remains a real problem in organizations, however, conflict is not the root for
corruption in the nature of the organization. Organizational conflict like underpaid
compensations or feelings of not being appreciated leads to job dissatisfaction. Organizational
conflict creates dissatisfaction among employees which can ultimately lead to organizational
turnover, which in turn creates a cost to the organization. However, organizational conflict has
the potential to produce change within the organization. Leaders should recognize that the
essence of conflict can create opportunity for creative thinking and seeking solutions from
individuals within the company. Because it encourages everyone to work together to find a
solution, organizational conflict has the potential to build strong relationships in the workplace.
Conflict Management Styles
Being an effective conflict manager is knowing which style works best for a given
situation. Developing conflict management styles allows leaders to find the best possible
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Running head: Workplace Conflict and Resolution
solution to resolve conflict. Conflict management does not just deal with differences among
individuals but it drives to expedite constructive change. Scholars have developed styles of
conflict management that aid in handling conflict situations. “Conflict is a multilevel and
complex phenomenon that most of the time cannot be satisfied with only one strategy but
requires a compound set of steps and components” (Prause & Mujtaba, 2015, p. 20).
Avoidance occurs when leaders ignore conflict and no action is done to resolve it. “The
avoiding style has been associated with withdrawal of sidestepping situations based on having
little or no concern for oneself or others” (Saeed, Almas, Anis-ul-Haq, & Niazi, 2014, p. 217).
Avoidance is generally ineffective because the problem source is not addressed. Avoiding does
exactly what is says, it avoids, it suppresses or withdrawals from conflict that might exist.
Avoidance has the opportunity to be effective when emotions escalate and space between
individuals needs to happen, however, it generally is not a good long term style to use.
Accommodation, mostly ineffective when resolving opposition, plays down differences
and individuals willingly give up everything to preserve the relationship. Accommodation can
be referred to as the peace keeper because protecting the relationship is of higher importantance
than reaching goals. “This type of conflict solving technique appears when parties cooperate
very well and one of the members is an expert in the given situation, thus is able to provide a
better solution even if it works against somebody else’s goals and desired outcomes” (Prause &
Mujtaba, 2015, p. 18-19). The key to successfully maintaining kinship between individuals
when using accommodation is for individuals to know when they need to take on a new role that
will allow them to be successful in conflict resolution. Managers should use accommodation
when people cannot agree but a decision needs to be made. In addition, accommodating
promotes proactive behavior and allows individuals to learn from their mistakes.
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Running head: Workplace Conflict and Resolution
Competition happens when individuals are more concerned with their own desires even at
the expense of someone else. Individuals and groups posses the “us vs. them” mentality when
dealing with competition. “This mode can be described as forcing and using formal authority or
power one posses to satisfy his/her wishes and desires” (Prause & Mujitaba, 2015, p. 18). In the
style of competition, conflict is generally won by any means necessary because there is a lack of
concern for the opposing sides feelings or desires. Winning is all that matters with competition
and the consideration for the real issue is tossed aside. Competition can be viewed as beneficial
when time or emergency plays a factor (p. 18).
Compromise takes place when people are perturbed with their own goals as well as the
organizational goals. When there seems as if there is no solution to a problem, individuals will
use compromise especially when there are limitations present to themselves. “Compromising
involves such tactics as appealing to fairness, suggestion of trade-off, maximizing wins and
minimizing losses, and offering a quick short tem solution” (Montes, Rodriguez, & Serrano,
2012, p.8). Managers should realize that compromising resolves conflict effectively because it
involves the “give and take” from each party. Compromising remains a good choice of
managing conflict when there is an equal commitment to the goals at hand. However,
compromise can have drawbacks when the initial demands of groups are not met.
When two or more individuals try to develop a win/win situation for achieving goals,
then collaboration has occurred. “Collaborating style involves openness, exchange of
information and examination of difference to reach an effective solution acceptable to both
parties” (Saeed, Almas, Anis-ul-Haq- Niazi, p. 217). Collaborating involves working through
conflict and focusing on shared goals and personal interests (Montes, Rodriguez, & Serrano,
2012, p.8). Collaborating involves a high level of trust among the group but it takes a lot of time
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Running head: Workplace Conflict and Resolution
and energy to achieve results. The goal of collaboration is for individuals to work together to
find a solution. Studies have shown that collaboration remains a functional style because of
compliance in behavior and less disputes among individuals.
Resolving Conflict
Conflict is inevitable in the workplace and leaders must develop an understanding of their
conflict management style, as well as, effective ways to resolve conflict. Conflict resolution
allows opportunity for people to move forward and find solutions. Conflict can be avoided as
long as managers take the necessary steps to diffuse the situation and increase communication.
Lack of communication remains a common problem encountered in conflict resolution and can
occur at any level within an organization. When individuals do not communicate effectively,
stress and conflict increase. People may feel as though they are not in the loop for group
function and teams fall apart. When leaders do not communicate clearly the roles of individuals,
then assumption occurs which leads to confusion amongst individuals. Conflict resolution
effectiveness is dependent upon all view points being considered. Communication stands as one
of the most important puzzle pieces to resolving conflict.
Negotiation resonates in almost any interaction among members of a group. Managers
may also experience unwillingness to negotiate. Unwillingness to negotiate occurs when people
refuse to negotiate a solution to a conflict at hand. Negotiation allows individuals to work
through various phases while learning enough about each side to resolve a situation. Leaders
should be on the look out of personal agendas in the negotiating process.
Another point to make when resolving conflict is to avoid playing the blame game. As
leaders, when trying to figure out a problem, blaming an opposing party does little to resolve
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conflict. Rather than point fingers at one another, individuals should work together and and
focus on problem solving.
“Conflict management coaching is defined as a one on one process in which a trained
coach helps individuals gain increased competence and confidence to manage and engage in their
interpersonal conflicts and disputes” (Brubaker, Noble, Fincher, Park, & Press, 2014 p. 360). In
order for leaders to coach effectively, they must asses the situation and see what factors are
contributing to the conflict and those involved. Coaching includes effective communication and
allows leaders to coach individuals to develop an action plan to approach and resolve the
conflict. Brubaker and colleagues explain how conflict coaching is a future focused process that
helps individuals reach a solution. Conflict coaching is not just about reconciling conflict but it
also focuses on preventing conflict as well. Leaders can use conflict coaching in a range of
situations like before, during, or after conflict occurs (p.360).
Shuss, Lockhart, and Davis, explain that individuals will become more comfortable with
their resolution strategies as they practice them especially in group involvement (2015, p.32).
Developing a conflict management style will aid in helping groups come up with new ideas and
approach them in various ways. Managers must remain adaptable in any given situation when it
comes to their style of conflict resolution. The problem with conflict resolution is that research
has not addressed the fact that if conflict arises and one person thinks their right and the other
believes they are wrong, no progress is made even if leaders are the best of the best when it
comes to conflict management styles. As mention previously, culture plays a role in the
resolution of conflict as well. Cultural awareness remains a key component for leaders when
managing tension in the workplace. “Conflict among staff, students, institutional and authority
community, if not well managed, could lead to irreparable loss of lives, destruction of properties,
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and disruption of normal academic activities” (p. 49) Whether a leader develops and uses many
styles or just one to resolving conflict, conflict should be approached with a problem solving
attitude.
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