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Many of us see conflict as an adverse occurrence, it comes positive and negative outlook,
In Social Conflict: Escalation, Stalemate and Settlement, Dean Pruitt and Jeffrey Rubin identify
Conflict contributes to social change ensuring both interpersonal, and intergroup dynamics
Conflict serves to “discourage premature group decision making,” forcing participants in the
It is through conflict that solutions are found and solved in relationships and organisations.
Through conflict, groups are made stronger, and they unite to a common goal by providing a
way out for group members to come to an agreement of their interests in a particular group.
The conflict between groups produces intra-group unity as the conflict provides the opportunity
for increased intra-group cooperation while working towards the group’s collective goal for
Pruitt and Rubin also note that, despite most conflicts being resolved peacefully with positive
outcomes, the conflict has definite negative and sometimes even severe consequences.
Conflict causes groups to lose focus on their prime objectives, leaving them with less time and
resources for other activities. When the conflict uses “heavy contentious tactics,” it causes the
misdirected use of resources meant for other needs to be channelled somewhere else.
A conflict tends coming up with short and sometimes long-term effects which tax people both
physical and psychological sometimes leading to deep-rooted traumas and less coping
mechanisms. It is passed down from one generation to the other leaving families passing
perspectives regarding battle and can be mapped along a continuum from a positive or benefit-
Research suggests that an individual’s perspective regarding conflict strongly impacts their
As our perspective of conflict charts our path for engaging and navigating our differences, our
view of conflict must be balanced, realistic, and flexible. Such an attitude recognises that battle
is a standard, natural aspect of human engagement that inevitably shows different degrees in
almost everyone’s life. The perspective also understands that, though the conflict has potential
costs, it does not have to be harmful or destructive. When properly understood and addressed
constructively, conflict can be managed in a way that minimises its potential, but not inevitable,
adverse impacts.
Management should keep in mind that all employees have conflict within and amongst
themselves. Conflict comes up within a person whenever he/she drives and motives are
blocked, or he is confronted with competing roles and goals, and he is unable to make decisions.
1. Unacceptability:
Every individual has a known acceptable alternative regarding his/her objectives and views.
Since the alternative favoured by the organisation is not satisfying to him, he is unable to admit
it. Unacceptability is biased because what one individual wants differs from another. When the
alternatives are no desired by an individual, he will search for new alternatives. His search for
2. Incomparability:
One knows the probability distribution of the alternatives, but he is not able to decide because
the results are exceptional. When the results are not similar, no decision could be taken.
comparison requires clarity, the technique of contrast including weighing of different elements,
rationality in attitude and behaviour and the ability to accomplish the task.
The method of comparison also depends on the certainty and decisiveness of one regarding the
least standard of achievement. If the individual does not have much certainty as to what are the
expectations, he will not be able to make a comparison. The state of incomparability causes a
3. Uncertainty:
Individuals are unsure about the environments within and outside the organisations. If the
situation could be anticipated, the behaviour of the people regarding the acceptability of the
alternative and effectiveness of the option could be gauged with confidence. In a state of doubt,
the individual feels frustrated which is results in conflict. Within an individual, there are usually
(a) Frustration
(a) Frustration:
When one is unable to do what he wants to do, he becomes frustrated. Disappointment is the
highest level of dissatisfaction which, in turn, generates conflict in the individual. This happens
when the motivated drives of one are prevented before he reaches his goal. These obstacles
mechanism.
The defensive mechanism or the consequence or the feeling of frustration has broadly been
(i) Aggression
(ii) Withdrawal
For example, a person wants to enter a room through the door, which is locked. The door is the
barrier. In spite of his best attempts, if he cannot unlock the door, he will resort to hostility, i.e.
bashing the door. Another option can be retreating from the circumstances, i.e. the entrance. If
that does not accomplish anything, then he can try another option, i.e. renewed efforts to open
the door. Finally, he can compromise, i.e. If he cannot enter the room through the door, then
try through the window, i.e. choosing an alternate course of action to whichever alternative he
A common source of conflict for a person in the organisation is the presence of two or more
similar goals. This kind of conflict has both positive and negative opinions. Goal conflict
occurs when two or more motives block each other. When an individual is unable to decide on
the goal to be accomplished either due to positive and negative features existing in the goals or
the presence of two or more competing goals, it creates a lot of conflict in the person. In this
These are:
more equally attractive but mutually exclusive goals. He cannot choose as to which one is
better of the two, e.g. a person has to choose between acquiring a promotion in the present
organisation and taking an acceptable job with another organisation. This type of conflict has
The approach-approach conflict could be solved with the help of Leon Festinger’s well-known
The individual may reduce noise by cognition of a job which is decidedly better than the other.
He can manipulate the information by rationalising the particular decision he takes, seeking
more favourable information about the choice made and avoiding the information causing
dissonance.
Approach-Avoidance conflict is a position in which a single goal has both positive as well as
negative aspects. He is motivated to approach the target because of the positive features but
simultaneously compelled to avoid it because of its negative attributes. For example, a person
may be granted a raise carrying much higher pay and status, but away from his hometown.
In this method the conflict is at the peak when the approach-avoidance curves meet each other
The verdict could be taken to resolve the conflict by looking at the gradients of avoidance and
approach elements. It the angle of any one of them is steeper beyond the equality point K, it
implies the other one will be over it. Hence the goal is taken because the approach having
positive elements is less steep and is the avoidance gradient having a negative factor.
In fig (2) the goal is avoided because beyond equilibrium the gradient of approach is steeper
than avoidance. In other words, the restraint overweighs approach; hence, the purpose is
rejected. This type of goal conflict is very relevant for organisational behaviour.
Avoidance-Avoidance conflict is when you are forced to choose between two conflicting
negative situations. For example, a person may dislike their present job, but the choice of
Ordinarily, if both the goals are unattractive, it is comparatively easier to resolve the conflict
not attempting both. But, in some situations, it may not be possible to prevent both the goals.
In such a case, the target having comparatively lesser negative element may be retained and
the other abandoned. Avoidance-Avoidance is not an easy task though both have harmful
ingredients.
In the above conflict situations, the individual will feel dissatisfied with the organisation as the
organisation does not meet his expectations. This will lead to in-congruency between
individual goals and those of the organisation. While Approach- Approach conflict may be
mildly distressing for the individuals, other goal conflicts may be entirely dysfunctional for
both the organisation as well as its members. The general approach for the management should
be to resolve goal conflicts by building compatibility not a conflict between personal and
organisational goals.
Every person plays some roles in social and organisational situations. Although all the parts
which he brings to the organisation are relevant to his behaviour, his regulatory position is most
When the expected role is different or opposite from the behaviour anticipated by the individual
in that role, role conflict arises because there is no way to meet one expectation without
rejecting the other. In an organisational setting, everyone plays the role of a superior and
subordinate. Whenever there is a different expectation about himself and others, conflict ought
to arise.
Similarly, conflict may also arise whenever there is overlapping of the two roles played
simultaneously by the same person. For example, a superior is reprimanding his subordinate
for the lapses, and during this course, his boss communicates with him.
There are four types of role conflicts:
The intra-sender role this sort of conflict is when one is asked to perform a task at a specified
time but with fewer resources an nd capability. In this case, the expectations from a single
In Inter-sender role conflict, the expectations sent from one sender may conflict with those
Self-role conflict occurs when a person is asked to do a job which is incompatible with his
beliefs. One might be asked to overlook personal view for the good of the situation.
Inter-role conflict arises when an individual occupies multiple and divergent roles
simultaneously, and the expectations associated with these different roles are incompatible.
Roles need to be spelt out clearly, so the employee understands what is expected of them. This
can happen when the manager or employee's duties are not spelt out clearly in the contract of
Role conflict mostly comes into play when people know and understand their roles but choose
Workers can sometimes get overwhelmed by roles thrust on them by management. This, in
turn, creates stress for the employees. Managers sometimes are not aware of this if it's not
communicated.
(iv) Personality
Role conflict generates tensions among people and affects their attitudes and behaviours so
much. It can be fixed apart from the factors enumerated above by an individual by playing the
role according to conviction and the norms of justice and fair-play. He will play a role by a
The interpersonal conflict involves conflict between two or more individuals I and is probably
the most common and most recognized conflict. All conflicts are rational conflicts because
most of the conflicts are involve a person who is in one organisation or group and to one other
Different aims and objective generate interpersonal conflict. In many cases, these conflicts
come out because of opinions rather than factual. Opinionated views create a lot of personal
differ because of one’s upbringing, cultural and family traditions, family background,
Misinformation or lack of information usually results in conflict. This type of conflict often
functional organisations, many managers have functions and tasks that are interdependent, and
People clash each other because of environmental stress. Scarcity and diminishing of resources
to pressures of population and uncertainty escalate a conflict. These usually get solved because
The group dynamics are usually solved through counselling and expert management of conflict
crisis; after analysis, the group is encouraged to be open and create mutual trust.
(III) Group Level Conflict:
A group is composed of two or more people who are in interaction with each other, have a
well-defined They have norms and behavioural patterns which bring them together. Groups
not only affect the expression of their members. Instead, they have an entire influence on
organisations and other groups too. Through Intra and Intergroup processes the group has
conflict.
There are five stages in a conflict. These are latent conflict, perceived conflict, felt conflict,
(i) Latent Conflict: The first stage of conflict is latent conflict in which the factors that could
become a cause of potential conflict exist. These are the dry for autonomy, the divergence of
(ii) Perceived conflict: Sometimes conflict arises even if no latent conflict is present. In this
stage, one party perceived the others to be likely to thwart or frustrate his or her goals. The
case, in which conflict is seen when no latent conflict arises, this results in the conflicting
parties misunderstanding each other's positions. Improving ways of communication can easily
(iii) Felt Conflict: Felt conflict is the stage when the conflict is not only perceived but felt
and cognized. For example, Bilali may be aware that he is in a serious argument with Clara
over witchcraft.
But this may not make. Bilali tense or apprehensive and it may have no impact, whatsoever,
on Bilali affection towards Clara. The personalization of dispute is the tool which causes many
people to be affected by conflict. The feeling makes them own the conflict and take it in.
(i) The contradictory demands on efficient organization and individual growth which is caused
by the individual. Anxieties may also result from crisis or extra-organizational pressures.
(ii) Conflict becomes individualised when the whole character of the person is involved in the
relationship. Antagonistic feelings are most prevalent in the close relations that define various
(iv) Manifest Conflict: Manifest conflict is the stage when the two parties engage in behaviour
which evokes a response from each other. The most noticeable of these acknowledgements are
open aggression, apathy, sabotage, withdrawal and perfect obedience to rules. Except for prison
riots, political revolutions and extreme labour unrest, violence as a form of manifest conflict
are rare. The motives towards violence may remain they tend to be expressed in a less violent
manner.
(v) Conflict Aftermath: The outcome of conflict may have positive or negative repercussion
for the organization depending upon the how conflict is settled. If the conflict is sincerely
resolved to the satisfaction of all participants, the basis for a more cooperative relationship may
be laid, or the participants in their drive for a more ordered relationship may focus on latent
conflicts not previously perceived and dealt with. On the other hand, if the dispute is merely
suppressed but not resolved, the latent conditions of conflict may be aggravated and explode
in a more severe from until they are rectified. This conflict episode is called conflict aftermath.
Works Referenced
Dean G. Pruitt and Jeffrey Z. Rubin. Social Conflict, (2003) Escalation, Stalemate and
Settlement. McGraw-Hill
Ellen B. Zweibel, Rose Goldstein, John A. Manwaring, and Meridith B. Marks (2008). What
Sticks: How Medical Residents and Academic Health Care Faculty Transfer Conflict
Resolution Training from the Workshop to the Workplace. Conflict Resolution Quarterly 25
Spring
Bass