Causes and Process of Intergroup Conflict

Causes of Intergroup Conflict

Common causes of intergroup conflict

Conflict between groups is common. These are its underlying reasons.

• Competition for Resources
  There aren't many resources. Within the corporation, there is competition for resources like money and space. Supportive and personal services. This leads to conflict.
• Task Factors (Work coordination)
  Coordination of work amongst several groups is necessary for organizations. Conflict frequently results from friction that occurs when they are coding. They might result from:
  • Task interdependence: This refers to the fact that two groups must work together to perform a task.
    • The output of one group may become the input of another group sequentially, in this case.
    • Interdependence can also be reciprocal, when some outputs from one group becomes an input for the other. Conflict within the input group is caused by high ask dependency.
  • Task Ambiguity (Jurisdictional Ambiguity): This refers to a lack of transparency regarding task obligations. It is also known as jurisdictional ambiguity, and it frequently sparks animosity between groups, resulting in conflict.
• Status Struggles
  Status is a group's social standing inside an organization. Conflicts arise when one group tries to advance its position at the expense of another group.
• Jurisdiction Ambiguity
  Conflicts result from conflicting responsibilities. Conflict occurs when one group tries to exert more control.
• Reward system
  • Conflict arises between groups due to competition for rewards.
  • Conflict can results from disparate reward structures. In this scenario, one group can accomplish its objectives at the expense of other organizations.
  • Conflict is also brought on by unequal reward systems between groups. Groups should perceive inequality.
  • Conflicts also arise when prizes that the groups have already received are taken away.
• Organization change
  Existing relationships and systems are disturbed by reengineering or structural modifications. They lead to a dispute. Reengineering involves overhauling the organizational structure from the ground up.
• Organizational Climate
  The standard of the workplace for the various groups within the organization is the organizational climate. It is symbolized by:
  • Mutuality of interest: Corporate excellence is in the best interests of all organizations.
  • Trustworthy environment: Confidence and faith in staff members' competence.
  • employees' decision-making authority over their jobs.
  • Employees feel comfortable to voice ideas thanks to open communication.
  • Collaboration: Teamwork is encouraged, and all groups work together.
  • the system of rewards based on performance, etc.
  • Changes in organizational climate cause intergroup conflicts.

Transition in Conflict Thought

The following perspectives have evolved along with conflict theory:

• Traditional view: It holds the belief that all conflict is negative and should be avoided at all costs. Conflict is not seen favorably.
• Behavioural View: It holds that conflict must be acknowledged and settled because it is a normal and inevitable result of interpersonal relationships. It cannot be gotten rid of. Conflict is seen favorably.
• Interactionist View: It thinks that disagreement can be a good thing for a team or organization. For a group to function effectively, it is a must. If there isn't already conflict, it should be sparked and handled well. It is preferable to have no conflict at all. Conflicts are seen as essential.

Conflict Process

The conflict process comprises of five stages:

Incompatibility

It should be possible to spark conflict under the right circumstances. They are the root of the problem. They include:

• Communication
  Poor communication might be one of the causes of conflict. Conflict can also be caused by semantic challenges, misunderstood "noise" in the channels, information overload, filtering, selective perception, and mistrust.
• Group structure:
  Variables in group organization lead to conflict. They might
  • Group size can range from tiny to huge. More disputes arise in large gatherings.
  • Task specialization: Conflicts arise from specialized tasks.
  • Clarity in jurisdiction: Conflicts arise from ambiguities in roles and obligations.
  • Goal for members Conflict is caused by incompatibility of goals.
  • Conflicts arise under participatory leadership systems.
  • Conflicts are a result of the reward system's inequity.
  • Intergroup Dependence Level: A high level of intergroup dependence leads to conflict.
• Personal Variables
  • Individual Value Systems: Conflict can arise when values diverge.
  • Personality traits: Conflict arises from specific personality types.

Conflict Cognition

At this point, the incompatibilities become real.

• Conflict is perceived by one or more parties. One or more parties become aware of the differences that lead to disagreements.
• One can feel the conflict. When there is emotional engagement in a quarrel, it might lead to tension, agitation, wrath, or worry.
• The conflict's topic is determined by the parties.

Intentions

Decisions to behave a certain way are known as intentions. They include:

• Competing: One of the parties to the conflict tries to advance his interests at the expense of the other parties.
• Collaboration: All parties to the disagreement want to properly address each other's issues. They seek solutions that will benefit all parties.
• Avoiding is the urge to stay out of or put down a confrontation.
• A conflicting party who is willing to put the interests of the other side above their own is said to be accommodating. It involves selflessness.
• Compromise: Each side in the dispute is prepared to make a concession.

Behaviour

Behavior consists of active attempts to carry out intentions. They consist of the opposing parties' declarations, deeds, and responses. Conflict manifests itself. At this point, conflict management is completed. The application of tactics for conflict stimulation and resolution to get the desired level of conflict is known as conflict management. If there is none, functional conflict is stimulated. The methods are:

• Contesting the rules and the system.
• Generating new concepts.
• Taking into account previously unconsidered options.
• Rewarding opposition.

Outcomes

Results are the results of behavior. They include:

• Functional: The performance of the group improves as a result. It is beneficial.
• Dysfunctional: This reduces group effectiveness. It is damaging.
• Conflict may have the following outcomes:
• Both parties experience losses:
• A side is better off than B in a lose-win situation.
• Win-lose: B is superior to A in terms of one party's situation.
• Win-win: Benefits to both sides. The most desired result is this one.

Reference:

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