Work Place Conflict

Managing Conflict in the Workplace

Organizational Research and Theory

July 16, 2012

Managing Conflict in the Workplace

Conflict is an inevitable by-product of human interaction. Therefore, it is a defining characteristic of human existence. It is for this reason that conflict has been described as the lifeblood of society. Singleton et.al (2011) states, “Conflict is a natural consequence of interactions with family, friends, and colleagues, as well as between managers and their direct reports” (p.149). This is because the diversity of the human race is synonymous with differences in opinions, perspectives or convictions. Conflict is a phenomenon that permeates every level of society (Practical Management Skills, n.d). It is a pervasive and ever-present element in the macro and micro institutions of society. These institutions could be as small as the family or as large as a Fortune 500 company. Since conflict is an integral part of society, it is necessary to gain an understanding of its manifestation, in various spheres of human existence. The fundamental purpose of this research paper is to explore how conflict is managed in the workplace. This discussion will begin with a definition of workplace conflict, which will constitute the foundation of the ensuing analysis. Next, the typologies of workplace conflict will be described. This aspect of the discussion was formulated with the aim of providing clarity about the various demonstrations of conflict in the organizational setting. Following the examination of workplace conflict typologies, this research paper will put the spotlight on the costs of conflict. This research paper will conclude with an in depth description of ways to resolve conflict in the work environment. The underlying purpose of this research paper is to explore workings of , and provide solutions for the resolution of conflict in the employment arena. Such an exploration is critical and necessary because conflict though healthy at times, has the potential to obscure individual and organizational progress.

Definition of Workplace Conflict Prior to assessing the specific manifestations of conflict in the workplace, it is necessary to present a description of this phenomenon. Due to the diversity of contexts within which conflict is demonstrated, there are numerous viewpoints on its definition. In other words, conflict is conceptualized and perceived differently by the plethora of people involved or observing it. This is especially the case in the work environment, where there are so many distinctions among various classes of employees. According to the Practical Management Skills (n.d) website, “Conflict means different things to different people” (para.1). This means that while one individual may describe a situation as a conflict another may see the same situation as an agreeable or amicable one. The variance in perspectives is rooted in conditions, which are inherent in or surrounds the person involved in the conflict. Both internal and external characteristics determine the definition of conflict by specific individuals. In more specific terms, personal and environmental traits influence the manner in which conflict is described. Nevertheless, from a general standpoint conflict is defined as, “any kind of opposition or antagonistic interaction between two or more parties” (Singleton, 2011, p.149). This same definition applies to the work environment because conflict is deemed to be the inevitable result of human interaction. The only difference between general and workplace conflict is that the participants are defined by their roles within the organization. More specifically, workplace conflict refers to the antagonism that occurs between or among employees within the organization (Singleton, 2011). There are additional classifications of workplace conflict, which are defined by specific conditions, will be explained in the following section.

Types of Conflicts in the Workplace There are various types of conflict, which are recognized and labeled in the organizational context. Workplace conflict is typified by a number of key factors. These factors include organizational relationships, goals, and procedures. The following types of workplace conflict are based on the foregoing factors.
Relational Conflict This is the first type of workplace conflict that is based on organizational characteristics. It is based on the interpersonal relationships that prevail in the work environment. According to
Myers (2005), relational conflict “…is about the relationship of the conflict partners” (p.307). This category of workplace conflict is premised on the fundamental relational dynamics of emotion and control. Persons, who are parties to relational conflict, are often consumed by their feelings. Due to this element of feeling being present, relational conflict is also referred to as ‘affective’ conflict. In the midst of the conflict they also seek to exert and maintain power over the persons with whom they disagree.
Process Conflict This is the second type of workplace conflict, which is premised on the manner in which work is done in any specific organization. More specifically, process conflict “…emerges from disagreement about procedures for completing work duties or projects” (p.307). Conflict, which is rooted in process, sees a lack of agreement with the approach used to realize organizational objectives. The process typology of workplace conflict is symbolized by a lack of consensus regarding the methods, which should be employed to fulfill overall company goals.

Task Conflict This third type of workplace conflict is defined by dissonance over foundational issues within the company. Task conflict is also referred to as substantive conflict. This is the case because it pertains to the nature of the organization’s goals. Task conflict relates to the lack of employee agreement about the reasons and end results of organizational projects. Quite unlike process conflict, disagreement over tasks also sees contentious negotiation over the stated goal of assigned projects. Tasks conflict is distinguished from the preceding two types of conflict because it can actually be beneficial. At a healthy level task conflict can promote efficiency and productivity in project execution. Myers& Larson (2005) states that, task conflict is generally “…acceptable and resolvable…” because it sees a relatively low level of unfavorable emotional or affective involvement (p.307). Workplace conflict is also typified by the extent to which it enables or discourages normal function in the organization. Conflict that is defined by normal function falls into one of two categories. In more specific terms, functional or dysfunctional conflict constitutes two additional types of workplace conflict. These classifications of workplace conflict will now be explained. Functional Conflict This type of conflict contradicts the customary view of workplace impact. More particularly, functional conflict aids in the smooth operation of any organization. Since it is an asset rather than an obstacle, functional conflict is deemed to be necessary and needed in most companies. Functional conflict is considered desirable because the disagreement that emerges produces positive rather than negative results. Creativity is the favorable outcome of functional conflict. Singleton (2011) states, “Conflict can be considered functional when its results are positive and when the people with divergent views intend their disagreement to have positive results” (p.150). Dysfunctional Conflict Conflict that yields positive rather than negative results is considered to be dysfunctional conflict. This type of conflict is not considered to be advantageous to any organization. There are several downfalls, which are manifested when dysfunctional conflict exists. Dysfunctional conflict causes time wasting within the company. This type of conflict also produces a negative impact on employee motivation. Decreased levels of productivity are another unfavorable outcome of dysfunctional conflict in the work place. According to Singleton et. al (2011), tense relationships constitutes a key negative side effect of dysfunctional workplace conflict. Physical injury and other undesirable effects on employees represent another manifestation of dysfunctional conflict. The types of workplace conflict are also determined by the specific organizational members who are involved in the conflict. Following are the three types of workplace conflict, which fall under this category. Individual Conflict Individual employees in an organization are often the key players in conflict situations. As a consequence, there are Intra-individual and Inter-individual types of workplace conflict. The first type refers to the dissent that individual employees experience within themselves regarding their job descriptions and employer set goals. Meanwhile, the second type, which can also be viewed as interpersonal conflict entails the disagreement that occurs between individual e workers (Bakhare, 2010).

Group Conflict In the group conflict category there are two strains of workplace conflict. The first is inter- group conflict ,while the second is intra group conflict (Bakhare, 2010). Inter-group conflict deals with the dissension that may occur between or among social, ethnic, and other groups at a work site. On the other hand intra-group conflict refers to the disagreement that is evidenced within these same groups. Organizational Conflict Organizational conflict can also be observed at two levels. In the work environment, organizational conflict is represented inside the organization as well as among organizations. Within the organization conflict occurs among management, regular employees and unions. The government, public and other stakeholders are the groups involved in inter-governmental conflict (Bakhare, 2010).
The Cost of Workplace Conflicts Conflict management has and continues to be a key focus of organizational theorists and strategists. This is primarily because conflict has resulted in significant material and immaterial costs to organizations at the micro and macro levels. From a macro standpoint, workplace conflict has affected the smooth functioning of organizations in the areas of efficiency, profitability, and productivity. The micro aspect of workplace conflict costs, deals with employee morale, physical well-being, and loyalty. The ensuing list identifies and describes the key costs of workplace conflict to any organization.

Individual Employee Costs Emotional Exhaustion Interpersonal conflict in the workplace can contribute to emotional exhaustion among employees. Confrontational encounters with fellow workers can take a toll on the emotional well-being of employees. This effect is not only limited to those who are directly involved in the conflict situation. According to Jaramillo et. al (2011), “Conflicts with coworkers at the workplace are thus likely to cause significant distress to individuals in societies that value group harmony”(p.350). Employees, who are non- participant observers of such conflict are usually mentally distressed by these situations as well. This is the case, because this group of workers acts as supporters, who quite often have to mediate and listen to the disturbing accounts of the contentious situation. Poor Job Performance Poor job performance is a natural byproduct of the emotional trauma, which is felt by employees, who are involved in workplace conflict. It is obvious that a worker whose mental state is altered is in no condition to give his or her best to the job. Jaramillo (2011) states that , “Interpersonal problems are a universal human phenomenon that often ranks as a primary source of unhappiness in people’s lives” (p. 342).Feelings of emotional distress and sadness can lead to distraction and lack of focus. More importantly, there is a mutually dependent relationship between job performance and the level of conflict which prevails in any workplace. Patterson (2010) states that, “If ongoing conflict exists between an employee and a manager, is it not possible, or even probable, that the employee’s role in contributing to decisions the manager must make, particularly based on information the employee is responsible for providing, might very well be compromised by a brewing conflict that has not yet been resolved?” ( p.544). Low Morale/ Poor Work Attitude Employees who might participant or non-participant observers in workplace conflict often develop a sense of great dissatisfaction with their job. Such discontent is even more likely if the workplace conflict situation is prolonged. This discontent often mutates into frustration which results in workers holding back on the time and effort usually dedicated to their job. According to Jaramillo (2011), “Job attitude results in lower performance…” (p.339). In many instances, workers also engage in counterproductive work behavior. Physical Harm or Threat Workplace conflict can also result in the infliction of physical harm on employees. In specific instances, of physical aggression or bullying employees often suffer physical injury. Research has shown that interpersonal conflict has been the reason for workplace aggression
(Jaramillo, 2010).
Organizational Costs High Staff Turnover Workplace conflict causes companies to lose valuable human resources. More specifically, organizations which are rife with conflict become revolving doors as many employees resign and new ones are hired to fill unprecedented vacancies. Patterson (2010) supports this position by pointing out that, “The lower the morale of an organization’s employees, the higher the likelihood for employee turnover; the higher the rate of employee turnover, the greater the impact on the organization’s health, performance, and bottom line success” (p.544).

Lower Productivity and Profitability Based on the fact that employees will not be giving their all to the company there will be lower levels of output. This evidently translates to lower levels of profitability. Work hours which have been dedicated to conflict resolution, absenteeism and slack work performance will also negatively affect the revenue earned by organizations which is conflict filled. In his analysis of the financial costs of unresolved workplace conflict Patterson (2010) posited that if employee’s who are paid $60,000/yr, spends 42% of their time dealing with conflict then their organization stands to lose 25, 000 per employee each year. These numbers if multiplied can have a devastating effect on the company’s annual profits. Other Financial Loss There are several other instances where unresolved conflict can result in significant financial costs for an organization, which is characterized by conflict. First, companies may have to incur the costs of workers compensation if worksite aggression results in bodily harm. Second, conflict ridden organizations will also bear the costs of paying employees for sick time taken to recover from emotional or physical trauma resulting from a conflict. Third, additional training and rehiring expenses will be incurred due to high staff turnover rate. Legal fees also constitute another cost of unresolved conflict. The reason for this is that worker who have been bullied are likely to sue the organization for discrimination or lack of intervention. Tainted Image An unfavorable public image represents one of the most profound immaterial costs of workplace conflict to any organization. This is especially if the record of unresolved workplace conflict is attested to by embittered former employees. Once impressions of poor working

conditions and an unsavory work environment are conveyed then companies can lose valuable business relationships and accreditations.
Conflict Resolution Strategies There are a number of methods ,which are used by managers to resolve workplace conflict. Even though this may be a costly process, conflict resolution is deemed a necessary and healthy process because of its potential to unite employees, and other role players in an organization. Following is a list of strategies and approaches proposed by Patterson (2010) and Hagemann & Stroope (2012), which are usually utilized in the conflict resolution process at the work place;
-Encouraging employees to engage in relationship building.
-Equipping employees with the ability to balance conflict management and the provision of support to fellow employees.
-Cultivating trust among employees within the organization.
-Encouraging events, which will promote unity within the organization.
-Developing an organizational culture which makes tolerance of diversity a priority.
-Equipping employees with the ability to maximize on and see the value in contributions and -viewpoints which are different from their own.
-Encouraging employees in the habit of reaching compromises.
- Sharpening the communication and negotiation skills of employees.
- Teaching employees the strategy of conflict avoidance
- Enlightening employees about the value of delaying resolution until tempers have cooled
- Advising employees about the importance of transparency and sharing with their colleagues
Conclusion
In conclusion, it is important to note that conflict is an inevitable component of any society. The units and sub cultures with the wider society is also affected by this phenomenon. Organizations and work environments are no exception to this. Therefore, it is important for managers and regular employees to gain and understanding of the nature of workplace conflict. More importantly it is critical that ongoing training and education be provided in the area of conflict management. This is because while conflict has the potential to be beneficial it is also widely proven to be a very destructive element , if left unresolved in the workplace setting.

References
Bakhare, R. (2010). The Manager and Conflict Management. SCMS Journal Of Indian Management, 7(4), 41-57. Retrieved from Academic Search Complete on July 14, 2012
Ege, H. (2010). Different typologies of workplace conflict and their connections with post traumatic embitterment disorder (PTED). Health (1949-4998), 2(3), 234-236. doi:10.4236/health.2010.23033
Hagemann, B. (2012). Conflict Management. T+D, 66(7), 58. Retrieved from Academic Search Complete on July 14, 2012
Hayes, J.(July,2008). Workplace Conflict and How Businesses can Harness it to Thrive, CPP

Global Human Capital Report, Retrieved from

http://www.hrwebcafe.com/2008/12/study_puts_workplace_conflict.html on July

12, 2012

Jaramillo, F., Mulki, J., & Boles, J. S. (2011). Workplace Stressors, Job Attitude, and Job Behaviors: Is Interpersonal Conflict the Missing Link? Journal Of Personal Selling & Sales Management, 31(3), 339-356. Retrieved from Academic Search Complete on July 14, 2012
Myers, L. L., & Larson, R. (2005). Preparing Students for Early Work Conflicts. Business Communication Quarterly, 68(3), 306-317. doi:10.1177/1080569905278967
Patterson, K. (2010). Effects of Unresolved Conflict on Organizational Health and Performance and Conflict Resolution Training for Developing Leaders and Improving Business Success. Proceedings Of The Northeast Business & Economics Association, 542-546. Retrieved from Academic Search Complete on July 14, 2012
Practical Management Skills (n.d). Conflict Theory, Retrieved from http://www.practical-management-skills.com/conflict-theory.html on July 14,2012
Singleton, R., Toombs, L. A., Taneja, S., Larkin, C., & Pryor, M. (2011). Workplace Conflict: A Strategic Leadership Imperative. International Journal Of Business & Public Administration, 8(1), 149-163.Retrieved from Academic Search Complete on July 14, 2012
Zofi, Y. (2012). Leading Conflict. Leadership Excellence, 29(4), 19. Retrieved from Academic Search Complete on July 14, 2012

References: Bakhare, R. (2010). The Manager and Conflict Management. SCMS Journal Of Indian Management, 7(4), 41-57 Ege, H. (2010). Different typologies of workplace conflict and their connections with post traumatic embitterment disorder (PTED) Hagemann, B. (2012). Conflict Management. T+D, 66(7), 58. Retrieved from Academic Search Complete on July 14, 2012 Hayes, J.(July,2008). Workplace Conflict and How Businesses can Harness it to Thrive, CPP Global Human Capital Report, Retrieved from http://www.hrwebcafe.com/2008/12/study_puts_workplace_conflict.html on July 12, 2012 Jaramillo, F., Mulki, J., & Boles, J. S. (2011). Workplace Stressors, Job Attitude, and Job Behaviors: Is Interpersonal Conflict the Missing Link? Journal Of Personal Selling & Sales Management, 31(3), 339-356. Retrieved from Academic Search Complete on July 14, 2012 Myers, L and Conflict Resolution Training for Developing Leaders and Improving Business Success. Proceedings Of The Northeast Business & Economics Association, 542-546. Retrieved from Academic Search Complete on July 14, 2012 Practical Management Skills (n.d) Singleton, R., Toombs, L. A., Taneja, S., Larkin, C., & Pryor, M. (2011). Workplace Conflict: A Strategic Leadership Imperative Zofi, Y. (2012). Leading Conflict. Leadership Excellence, 29(4), 19. Retrieved from Academic Search Complete on July 14, 2012