Sources of conflict
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== Characteristics of conflict == | == Characteristics of conflict == | ||
| − | + | It is essential to understand the origins of conflict to better avoid and handle conflict. | |
| + | There is a lot of literature on conflict and it is perceived differently by scholars in philosophy, sociology, economics, political science, anthropology, and psychology. | ||
| + | Hence, there is no universally accepted definition. Although Rahim (2001) conclude that the various definitions overlap with the following elements; | ||
| − | + | "Opposing interests between individuals and/or groups | |
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| + | For the conflict to exist, the opposed interests must be recognized | ||
| + | |||
| + | Beliefs by each side that the other will obstruct (or has already obstructed) its interests. | ||
| + | |||
| + | Conflict is a process; it arises from existing relationships between individuals or groups and reflects their past interactions and the contexts in which these took places | ||
| + | |||
| + | Actions by one or both sides do, in fact, produce obstructing of others’ goals." - Rahim (2001), page 18. | ||
| + | |||
| + | This is article will focus on conflict in an organizational context. According to Roloff (1987) “organizational conflicts occurs when members engage in activities that are incompatible with those of colleagues within their network, members of other collectivises, or unaffiliated individuals who utilize the services or products of the organization”. | ||
| + | |||
| + | Furthermore, the literature disagrees about whether a conflict is detrimental or beneficial for the organizational process. The predominant view is that conflict is a negative process in organizations [intragroup]. However, the more modern perspective on conflict is not necessarily dysfunctional for organizations. The impact of conflict on a team's performance and project outcome depends on the specific type of conflict experienced within the team [intragroup]. The different types of conflicts are examined further in the next section. | ||
| + | |||
| + | Some major cons of conflicts: | ||
| + | Detriment the group effectiveness | ||
| + | |||
| + | Decrease shared understanding | ||
| + | |||
| + | Deteriorate the project’s outcome | ||
| + | |||
| + | Some major pros of conflicts: | ||
| + | - Enhance the team performance | ||
| + | - Increasing creativity | ||
| + | - Improve decision making | ||
== Source of conflicts == | == Source of conflicts == | ||
Revision as of 22:40, 20 February 2022
Contents |
Abstract
Conflicts are inevitable in projects. Conflicts can lead to decreasing team performance and have a negative effect on the project's outcome if not managed well.
Therefore, it is interesting to explore the sources of conflicts to understand better how to prevent and/or solve conflicts optimally. There is a lot of literature on conflict management including different reasons for conflicts to occur. This article focuses on three overall sources of conflict: team, task, and, organization since these aspects seem to recur throughout several works of literature.
Team antecedents: size, composition, and diversity
Task antecedents: complexity and scope
Organizational antecedents: norms and strategies [1]
The intensity of conflicts for a project varies with the phases of the project's life cycle, which means various sources will vary along this life cycle. [2] As there are many different sources of conflicts, there will be multiple solutions to solve the conflicts. However, under some circumstances, conflicts can be beneficial for a project. Therefore, the project manager must understand how and when conflicts should be encouraged, while others should be resolved as quickly as possible.
Characteristics of conflict
It is essential to understand the origins of conflict to better avoid and handle conflict. There is a lot of literature on conflict and it is perceived differently by scholars in philosophy, sociology, economics, political science, anthropology, and psychology. Hence, there is no universally accepted definition. Although Rahim (2001) conclude that the various definitions overlap with the following elements;
"Opposing interests between individuals and/or groups
For the conflict to exist, the opposed interests must be recognized
Beliefs by each side that the other will obstruct (or has already obstructed) its interests.
Conflict is a process; it arises from existing relationships between individuals or groups and reflects their past interactions and the contexts in which these took places
Actions by one or both sides do, in fact, produce obstructing of others’ goals." - Rahim (2001), page 18.
This is article will focus on conflict in an organizational context. According to Roloff (1987) “organizational conflicts occurs when members engage in activities that are incompatible with those of colleagues within their network, members of other collectivises, or unaffiliated individuals who utilize the services or products of the organization”.
Furthermore, the literature disagrees about whether a conflict is detrimental or beneficial for the organizational process. The predominant view is that conflict is a negative process in organizations [intragroup]. However, the more modern perspective on conflict is not necessarily dysfunctional for organizations. The impact of conflict on a team's performance and project outcome depends on the specific type of conflict experienced within the team [intragroup]. The different types of conflicts are examined further in the next section.
Some major cons of conflicts: Detriment the group effectiveness
Decrease shared understanding
Deteriorate the project’s outcome
Some major pros of conflicts: - Enhance the team performance - Increasing creativity - Improve decision making
Source of conflicts
Three basic sets of antecedents: team, task and organization
Role conflicts
a division of authority
the technical complexity of the project
internal organizational politics
project life cycle
Type of conflicts
Cognitive (task) conflict and affective (emotional) conflict
The effects on project management and outcome
Applications
Understand the source of conflict to solve and prevent it from happening (escalating)
Utilizing conflict management in practice
Limitations
A lot of theories on reasons for conflicts to occur (only elaborated few aspects)
Different kinds of projects (in complexity, etc.) and organizational factors (organizational structure)
Annotated bibliography
Further reading
More aspects to explore
References
- ↑ Mooney A.C., Holahan P.J., Amason A.C., Don't take it personally: Exploring cognitive conflict as a mediator of affective conflict., (2017), Journal of Management Studies Volume 44, Issue 5, Pages 733 - 758
- ↑ Robert E. Jones, Richard F. Deckro, The social psychology of project management conflict., (1993) European Journal of Operational Research, Volume 64, Issue 2, Pages 216-228, ISSN 0377-2217, https://doi.org/10.1016/0377-2217(93)90178-P.
