Conflict is an inherent part of life; it is not necessarily negative.’
conflict is an inherent part of life; it is not necessarily negative.’
Differences in Power. Status, and Culture
Conflict can erupt when parties differ significantly in power, status, or culture. Power. If dependence is not mutual, but one way, the potential for conflict increases. If party A needs the collaboration of party B to accomplish its goals, but B does not need A’s assistance, antagonism may develop. B has power over A, and A has nothing with which to bargain. A good example is the quality control system in many factories. Production workers might be highly dependent upon INSPECTORS to approve their work, but this dependence is not reciprocated. The inspectors might have a separate boss, their own office, and their own circle of friends (other inspectors). In this case, production workers might begin to treat inspectors with hostility, one of the symptoms of conflict.
Status. Status differences provide little impetus for conflict when people of lower status are dependent upon those of higher status. This is the way organizations often work, and most members are socialized to expect it. However because of the design of the work, there are occasions when employees with technically lower status find themselves giving orders to, or controlling the tasks of, higher-status people . The restaurant business provides a good
example. In many restaurants, lower-status waiters and waitresses give orders and initiate queries to higher-status cooks or chefs. The latter might come to resent this reversal of usual lines of influence.10 The advent of the "electronic office" led to similar kinds of conflict. As secretaries mastered the complexities of electronic mail, they found themselves having to educate senior executives about the capabilities and limitations of such systems. Some executives are defensive about this reversal of roles.
Culture. When two or more very different cultures develop in an organization, the clash in beliefs and values can result
Differences in Power. Status, and Culture
Conflict can erupt when parties differ significantly in power, status, or culture. Power. If dependence is not mutual, but one way, the potential for conflict increases. If party A needs the collaboration of party B to accomplish its goals, but B does not need A’s assistance, antagonism may develop. B has power over A, and A has nothing with which to bargain. A good example is the quality control system in many factories. Production workers might be highly dependent upon INSPECTORS to approve their work, but this dependence is not reciprocated. The inspectors might have a separate boss, their own office, and their own circle of friends (other inspectors). In this case, production workers might begin to treat inspectors with hostility, one of the symptoms of conflict.
Status. Status differences provide little impetus for conflict when people of lower status are dependent upon those of higher status. This is the way organizations often work, and most members are socialized to expect it. However because of the design of the work, there are occasions when employees with technically lower status find themselves giving orders to, or controlling the tasks of, higher-status people . The restaurant business provides a good
example. In many restaurants, lower-status waiters and waitresses give orders and initiate queries to higher-status cooks or chefs. The latter might come to resent this reversal of usual lines of influence.10 The advent of the "electronic office" led to similar kinds of conflict. As secretaries mastered the complexities of electronic mail, they found themselves having to educate senior executives about the capabilities and limitations of such systems. Some executives are defensive about this reversal of roles.
Culture. When two or more very different cultures develop in an organization, the clash in beliefs and values can result