This topic will cover the definition of conflict, its sources, types of conflicts, and the impact of unresolved conflicts on individuals and groups.
Understanding Conflict – Quick‑Reference Notes
| Definition | Key Idea |
|---|---|
| Conflict = a perceived incompatibility of goals, values, or interests between two or more parties. | It can be internal (within a person) or external (between people, groups, or organizations). |
| Trigger – a situation that makes the incompatibility visible (e.g., scarce resources, role ambiguity, value clash). | Recognizing the trigger helps prevent escalation. |
| Category | Sub‑type | Typical Context |
|---|---|---|
| Intrapersonal | • Moral dilemma • Role conflict |
Decision‑making, personal values |
| Interpersonal | • Task conflict (differences over work content) • Relationship conflict (personal friction) |
Team projects, manager‑employee |
| Intragroup | • Subgroup rivalry • Power struggle |
Departments, committees |
| Intergroup | • Competition over resources • Cultural/ideological clash |
Organizations, nations |
| Organizational | • Structural (hierarchy, policies) • Strategic (mission, direction) |
Company restructuring, mergers |
| International | • Territorial • Ideological • Economic |
Diplomacy, wars, trade disputes |
Tip: Task conflict can be constructive (sparks innovation); relationship conflict is usually destructive.
| Source | Example |
|---|---|
| Resource scarcity | Limited budget, time, equipment |
| Goal incompatibility | Sales target vs. quality standards |
| Role ambiguity | Overlapping responsibilities |
| Personality differences | Introvert vs. extrovert work styles |
| Communication breakdown | Misinterpretation, lack of feedback |
| Values & beliefs | Ethical standards, cultural norms |
| Power & status | Leadership disputes, hierarchy challenges |
Understanding the stage helps select the right intervention.
| Style | Assertiveness | Cooperativeness | Typical Use | Pros | Cons |
|---|---|---|---|---|---|
| Competing | High | Low | Quick decisions, emergencies | Clear outcome | Can damage relationships |
| Collaborating | High | High | Complex problems, high stakes | Win‑win solutions | Time‑consuming |
| Compromising | Moderate | Moderate | When both sides need to move forward | Fair, balanced | May yield sub‑optimal results |
| Avoiding | Low | Low | Trivial issues, need for cooling‑off | Saves energy | Issues may fester |
| Accommodating | Low | High | Preserve relationship, low‑priority issue | Builds goodwill | May breed resentment |
Choose a style based on the issue’s importance, time pressure, and relationship value.