Conflict

• Conflict

  A struggle over values and claims to scarce status, power and resources in which the aims of the opponents are to neutralise, injure, or eliminate their rivals (Lewis Coser, 1956)
• Conflict

  The process which begins when one party perceives that the other has frustrated, or is about to frustrate, some concern of his (Kenneth W. Thomas)
• Functional Conflict

  • Also known as constructive conflict; arises when disagreements and debates lead to positive outcomes; encourages diverse viewpoints, stimulates creative problem-solving, and grows a deeper understanding among team members; aligned with organisational goals, as it drives innovation and improvement
• Functional Conflict

  • A team debate on the best approach for a project leads to a more refined and effective strategy
• Dysfunctional Conflict


  • Compared to functional conflict it's destructive and hampers organisational performance; arises from personal animosities, power struggles, or miscommunication and results in stress, decreased morale, and productivity; diverges from the goals of the organisation, creating barriers to effective collaboration
• Dysfunctional Conflict

  • Persistent arguments between team members over trivial issues that lead to a toxic work environment
• Functional Conflict

  • Communication remains respectful and focused on issues rather than personal attacks; participants are willing to listen, negotiate, and compromise to reach a mutually beneficial resolution
• Functional Conflict

  • Constructive feedback during performance reviews helps employees improve and grow
• Dysfunctional Conflict

  • Characterized by aggressive behavior, lack of cooperation, and personal vendettas; often escalates due to poor communication and an unwillingness to understand or accept different perspectives
• Dysfunctional Conflict

  • An employee spreading rumors about a colleague, leading to distrust and hostility in the team
• Relationship Conflict

  Team members' interpersonal incompatibilities, which frequently include friction, hostility, and tension
• Relationship Conflict


  • Personal animosity between John and Sarah, two teammates, who often quarrel about unimportant things unrelated to work, including workplace temperature or differing work styles; the crew is unable to concentrate on their responsibilities because of the continuing tension, which also creates a hostile work atmosphere
• Relationship conflict is classified as Dysfunctional Conflict when it gets in the way of teamwork and productivity
• Task Conflict

  Disagreements amongst team members regarding the nature and purpose of the tasks being completed; it frequently entails divergent perspectives, notions, and attitudes on the labor itself
• Task Conflict

  • In a project meeting, people discuss how to tackle a difficult subject in the best possible way; while some members strive for a more creative solution, others support a more conservative one; this debate prompts a careful analysis of the advantages and disadvantages of each strategy, which ultimately yields a well-thought-out, superior choice
• Task conflict is classified as Functional Conflict as it promotes critical thinking and may improve decision-making and problem-solving
• Process Conflict

  Differences in opinion over the best way to complete tasks, including problems with roles, delegation, and logistics
• Process Conflict

  • Members of a marketing team quarrel over how much money to spend on which advertising channels; while one party insists on increasing investments in traditional media, another wants to concentrate on social media efforts; the project's process and schedule are impacted by this disagreement
• Process conflict can be functional when it leads to improvements in team processes and efficiency by clarifying roles and optimizing workflows, but it becomes dysfunctional if it results in confusion, wasted time, and resentment among team members
• Poor Communication

  Different communication styles, lack of transparency, and insufficient information sharing can lead to misunderstandings and frustration among team members; when managers or staff fail to communicate effectively, unclear expectations and hidden disagreements arise, creating conflict within the team
• Differences in Goals and Values

  Differences in goals and values among team members can lead to conflicts over the direction, focus, and priorities of the team; conflicting goals may cause disagreements on objectives and overall effort, contributing to tension and conflict within the team
• Scarce Resources

  Employee competition for essential tools due to scarce resources often leads to conflicts, despite everyone's awareness of these limitations; disputes over resource distribution, including budget, time, and task allocation, can disrupt team unity and productivity
• Personality Clashes

  Arise from diverse personalities, work styles, and values among team members, leading to tension and conflict; these differences make it hard to find common ground, which can lead to unproductive responses to challenging situations, affecting how well the team works together
• Role Ambiguity

  Unclear responsibilities and overlapping duties cause disagreements as team members may feel others are stepping into their roles; moreover, unclear tasks, strategies, or goals can lead to misunderstandings and assumptions that worsen conflicts within the team
• Accommodating

  Unassertive and cooperative; one of the parties simply giving up their own needs to cater to those of the other; appropriate when trying to keep the peace and when there is no other option but to agree
• Compromising

  Mutually acceptable; both parties try to meet in the middle and come up with a solution that will appeal to all at least partially; appropriate when a solution is needed urgently, and deadlines need to be met
• Avoidance

  Unassertive and uncooperative; the parties involved run away from conflict; there is no attempt to solve the issue at hand hence nothing is addressed and none of the parties involved have their needs met; may be appropriate when there is little to gain form the conflict
• Competing

  Assertive and uncooperative; both parties stand firm on their ideologies and push hard for their ideas to be taken up and not the other; appropriate when fighting against immorality and when trying to prevent a bad decision from being made
• Collaborating

  Assertive and cooperative; aims to arrive at a conclusion that will satisfy all the parties involved (a win-win situation); appropriate when the needs of all parties have to be met
• Mediator

  Team leaders act as mediators in disputes; they assist parties in identifying common ground, investigating viable alternatives, and negotiating agreements that are acceptable to all parties; this mediation process demands objectivity and fairness to ensure no side feels disadvantaged
• Promoter of Understanding

  Leaders help team members understand each other's perspectives and motivations; by encouraging empathy and perspective-taking, they foster a deep appreciation of diverse viewpoints, which can lead to more effective conflict resolution
• Identifying Root Causes

  Effective conflict resolution requires identifying the underlying causes of the conflict; team leaders play a role in probing deeper into issues to uncover the root causes, whether they stem from misunderstandings, differences in goals or priorities, personality clashes, or other factors; this understanding enables more targeted and lasting solutions
• Conflict Resolution Strategy Developer

  Leaders are responsible for developing strategies and approaches for resolving conflicts; this may involve drawing upon conflict resolution techniques such as problem-solving, compromise, or collaboration, depending on the nature of the conflict and the individuals involved
• Monitoring and Follow-Up

  Conflict resolution does not end with a single agreement; team leaders follow up on conflict resolutions to ensure that agreements are being honored and that any underlying tensions are being addressed; this ongoing monitoring helps prevent conflicts from resurfacing and reinforces positive behaviors and outcomes