Causes and Process of Intergroup Conflict

Causes of Intergroup Conflict

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Intergroup conflict occurs between groups. Its causes are as following.

Competition for Resources

Resources are scarce. Groups within the organization compete for budget, space, supplies. Personal and support services. This cause conflict

Task Factors (Work coordination)

Organizations require coordination of work among several groups. Friction often arises in coding their work which causes conflict. They can be due to:

i) Task interdependence: It is the dependence of one group on another group to complete its task.

• It can be sequential interdependence, where the output of one group becomes the input of another group.
• It can be reciprocal interdependence, where some outputs of both groups become inputs of each other. High ask interdependence causes the input group conflict.

ii) Task Ambiguity (Jurisdictional ambiguity): It is a lack of clarity over task responsibilities. It is also called jurisdictional ambiguity; it often leads to hostility between groups which cause conflict.

iii) Difference in work orientation: Differences in goal, time and interpersonal orientation between two groups causes conflict when their work efforts need to be coordinated.

Status Struggles

Status is the social rank of the group in the organization. When one group attempts to improve its status at the cost of other groups, conflicts are caused.

Jurisdiction Ambiguity

Overlapping responsibilities cause conflicts. When one group attempts to assume more control, conflict arises,

Reward system

• Competition for reward between groups causes conflict
• Conflicting reward systems also cause conflict. This is the case where one group can achieve its goals at the expense of other groups.
• Inequity in reward system among groups also causes conflict. Inequity should be perceived by groups.
• Deprivation of rewards already enjoyed by the groups also causes conflicts.

Organization change

Reengineering or structural changes’ disturb existing relationships and structures. They cause conflict. Reengineering is starting from scratch to redesign the organizational structure.

Organizational Climate

Organizational climate is the quality of work environment for the groups in the organization. It is represented by:

• Mutuality of interest: All groups have mutual interests in corporate excellence.
• Climate of trust: Faith and reliance in employee capabilities.
• Autonomy to employees in making job- related decisions.
• Open communication: Employees feel free to express ideas.
• Collaboration: All groups collaborate with each other, teamwork is encouraged.
• The performance-based reward system, etc.

Changes in organizational climate cause intergroup conflicts.

Transition in Conflict Thought

Conflict thought has transitioned through the following views:

Traditional view: It views that all conflict is harmful and needs to be avoided at all costs. Conflict is viewed negatively.

Behavioural View: It views that conflict is natural and inevitable outcome in interpersonal interactions and needs to be accepted and resolved. It cannot be eliminated. Conflict is viewed positively.

Interactionist View: It views that conflict is a positive force in a group or organization. It is absolutely necessary for effective group performance. Conflict should be stimulated if there is none and should be managed effectively. The minimum level of conflict is desirable. Conflicts are viewed as necessary.

Conflict Process

The conflict process comprises of five stages:

• Incompatibility
• Conflict definition
• Intentions
• Behaviour
• Outcomes

Incompatibility

Conditions that create conflict opportunities should be present. They are the source of conflict. They can be:

Communication

The sources of conflict can be poor communication. Semantic difficulties, misunderstanding "noise" in the channels, information overload, filtering, selective perception, and distrust also cause conflict.

Group structure:

Group structure variables cause conflict. They can be

• Size: Groups can be small or large. Large groups create more conflicts.
• Task Specialization : Specialized tasks create conflicts.
• Jurisdictional clarity: Ambiguities in authority and responsibilities create conflicts.
• Member- goal Incompatibility : Goal incompatibility creates conflict.
• Leadership style: Participative leadership styles create conflicts
• Reward system: Inequity in rewards create conflicts.
• Degree of Intergroup Dependence: High intergroup dependency creates conflict.

Personal Variables

a) Individual Value systems: Value difference provides potential for conflict.

b) Personality Characteristics: Certain personality types lead to conflict.

Conflict Cognition

The incompatibilities get actualized in this stage.

• One or more parties perceive conflict. One or more parties become aware of incompatibilities that create conflict.
• The conflict is felt. There is emotional involvement in a conflict that creates anxiety, tenseness, frustration or hostility.
• The parties define what the conflict is about.

Intentions

Intentions are decisions to act in a given way. They can be:

Competing: One party to the conflict seeks to satisfy his interests, regardless of the impact on the other parties.

Collaborating: Parties to the conflict each desire to fully satisfy the concerns of all parties. They look for mutually beneficial outcomes.

Avoiding: It is desire to withdraw from or suppress a conflict.

Accommodating: One party to the conflict is willing to place the opponent's interest above his own. It is self- sacrificing.

Compromising: Each party to the conflict is willing to give up something.

Behaviour

Behaviour is physical attempts to implement intentions. They include statements, actions and reactions made by the conflicting parties. Conflict becomes visible.Conflict management is done at this stage. Conflict management is the use of stimulation and resolution techniques to achieve the desired level of conflict. Functional conflict is stimulated if there is none. The techniques are:

• Challenging the system and its rules.
• Developing fresh ideas.
• Considering alternatives previously not considered.
• Rewarding dissent.

Outcomes

Outcomes are the consequences of behaviour. They can be:

Functional: This results in an improvement in group's performance. It is constructive.

Dysfunctional: This hinders group performance. It is destructive.

Possible outcomes of conflict are:

Lose- lose: Both parties are worse off

Lose-win : One party is better off: A compared to B

Win- lose: One party is better off: B compared to A

Win -win : Both parties are better off. This is the most preferred outcome.

Reference:

AGRAWAL, DR. GOVIND RAM.Organization Relations. Bhotahity, Kathmandu: M.K. Publishers & Distributors , 2013. textbook.