Intergroup Conflict Management 3

Dynamics of Intergroup Conflict

Conflict between groups is common. It is a manifestation of conflict between groups. It is deliberate meddling in one another's business. It is hostile in nature.

The dynamics of intergroup conflict is concerned with changes that take place in the group members' perceptions, attitudes, and behaviors. These adjustments affect how people interact with one another and how they approach their jobs. Conflict between intergroups can have a systemic impact on two different levels.

• Alterations in each group: Intragroup alterations
• Intergroup Changes: Alterations in relationships between groups

Intragroup Changes

They are related to:

• Loyalty : The value of group loyalty increases.
  • Individual members are expected to show the group more loyalty.
  • Contact with individuals from other organizations is discouraged.
  • Deviance is more closely tracked and dealt with
• Task Accomplishment: Concern for work completion has increased.
  • The group is under more pressure to do its best work.
  • Group dynamics become more formal.
• Leadership: The group's leadership has becoming more dictatorial.
  • The team's capacity to react swiftly to the actions of opposing teams is improved.
  • The group puts on a coordinated front.
• Work Group Structure: The work group's structure and organization becomes more rigid.
  • Activities are better coordinated
  • There are more regulations and guidelines in place.
  • Each group member has a designated set of duties.
• Cohesiveness: Group cohesion improves
  • To deal with the threat from outside, group members' differences of opinion are forgotten.
  • The group becomes more appealing to each individual member.
  • Positive sentiments regarding the group increase.

Intergroup Changes

They have to do with adjustments in group relationships. They have ties to:

• Perception
  Perceptions regarding one's own group and the opposing group are both distorted.
  • One's perception of their own group starts to become selective. People only perceive the positive traits of their own group.
  • There is a biased perception of other groups. People only perceive the negative aspects of other groups.
  • Stereotypes are more frequently used—positive ones for one's own group, negative ones for other groups. Stereotyping is the act of assessing another person based on how that individual appears to the group to which they belong.
• Interaction and communication;
  They both fall off.
  • Due to the animosity, there is less desire for interaction.
  • Relationships become stilted and formal.
  • There is less interaction between the groups.
• Orientation:
  A win-lose mindset is replacing a problem-solving perspective toward other groups.
  • We-they orientation helps to distinguish between groups in a clear way.
  • Teams of win or defeat analyze exchange with other groups.
  • Groups only view the issues from their own perspective.
  • The emphasis is on quickly resolving the conflict
• Hostility:
  The opposition to the other organization becomes more hostile.
  • Group members are viewed as enemies.
  • A win-lose mentality, reduced communication, and stereotyping all contribute to an increase in antagonism.
  • Likewise, mistrust rises.

Conflict Management Techniques and Approaches (Styles)

Utilizing strategies and procedures to attain the desired amount of conflict is known as conflict management. They include:

• Structural Approaches and Techniques to Conflict Management
  According to this strategy, if there isn't any conflict, it should be stimulated. This amount of productive conflict is what is desired. The methods for inciting conflict are as follows:
  • Communication: Increasing conflict levels by sending messages that are unclear or threatening.
  • Inviting outsiders: Adding individuals whose beliefs, values, and attitudes diverge from those of the group's current members.
  • Fire an insider: Remove a present group member.
  • Restricting within an organization:
    • Moving work groups around
    • Modifying the laws and regulations
    • Greater connection between jobs
    • Identifying structural changes through reengineering and downsizing.
  • Designating a Devil's Advocate: Selecting a group member to represent the group's minority viewpoints in opposition.
  • Challenging the system: The established policies, guidelines, and practices are questioned.
  • Rewarding dissension: Dissension is encouraged in order to foster conflict.
• Interpersonal Approach and Techniques to conflict Management
  This strategy encourages the settlement of disputes. The methods are:
  • Precaution
    The fight is put down. It is completely restricted from emerging into the open. It might be done by:
    • Ignore the conflict: Steer clear of the issue at hand. Remove yourself emotionally or physically from the confrontation.
    • Conflict suppression: The conflict is put down. Parties to a dispute are compelled to accept a resolution.
  • Diffusion
    The conflict has been shut off. The group's feelings and tensions are reduced. It might be done by:
    • Smoothing: The significance and scope of conflict are downplayed. It enables people to relax. Commonalities are highlighted.
    • Superordinate objectives: More significant common objectives are developed. Without the collaboration of opposing parties, the objectives cannot be achieved.
  • Compromise
    By strictly regulating the topics that will be discussed, conflict can be avoided. It might be done by:
    • Negotiation is a form of compromise. Prior to reaching a compromise settlement, two parties trade concessions. Each conflicting party forfeits something valuable.
    • Behavior Modification: Conflict-instigating attitudes can be changed through behavioral change strategies. There is instruction. Additionally known as behavior modification.
  • Confrontation
    Conflict is addressed head-on. All of the contentious issues are brought to light. Face-to-face meetings help people find a solution that is acceptable to all parties. It might be done by:
    • Organizational redesign: Modifications to the official organizational structure Other ways to do it include:
      • shifting of personnel
      • formation of autonomous work teams
    • Integrative problem solving: A solution is sought that incorporates the requirements of both parties. We promote open discourse.

Incident: Conflict in Manipal College

• Pokhara is home to Munipal College of Medical Sciences. In the eleventh ward, a new structure has been built. Locals blocked the entrance of the college students as they attempted to access the campus grounds. Lathi accusations were used by the people to interfere. sixteen residents and a police officer were hurt.
• Residents of the area complain that the college disregarded their agreement.

The university had consented to:

• Give locals preference for jobs.
• assist in building eleven's physical infrastructure.
• Give two local students scholarships so they can attend college to study medicine.
• Things are tense right now. The college building is being protected by police. The local populace is preparing additional action to have their demands met.

The ward chairman stated:" If Maniple Collage believes in the use of police force, the consequences are going to be serious.

Questions

• What were the primary factors that led to the above incident's disagreement between the local population and the medical college?
• What method of conflict resolution has Manipal College employed in this instance?
• How would you resolve this dispute if you were the college's leader (Medical Superintendent)?

Bibliography

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