Define conflict, explore the causes of conflict, and distinguish between different types of conflict that may arise in various settings.
Understanding Conflict – Study Notes
| Category | Scope | Typical Setting | Example |
|---|---|---|---|
| Intrapersonal | Within one person | Decision‑making, value clash | Choosing between career advancement and family time |
| Interpersonal | Between two individuals | Workplace, family, friendships | Disagreement over project responsibilities |
| Intragroup | Within a team or group | Teams, committees | Competing ideas for a marketing campaign |
| Intergroup | Between groups or organizations | Departments, unions, nations | Labor union vs. management negotiations |
| Organizational | Across the whole organization | Corporate culture, policy changes | Restructuring that affects all employees |
| International | Between nations or supranational entities | Diplomacy, trade, security | Trade dispute between two countries |
| Source | Description | Typical Triggers |
|---|---|---|
| Goal Conflict | Different or incompatible objectives | Competing sales targets |
| Resource Scarcity | Limited assets (budget, time, staff) | Budget cuts for multiple departments |
| Role Ambiguity | Unclear responsibilities | Overlapping duties in a project team |
| Values & Beliefs | Divergent personal or cultural values | Ethical stance on environmental policies |
| Communication Breakdown | Misunderstandings, lack of information | Incomplete hand‑off of project details |
| Personality Clashes | Differences in style, temperament | Introvert vs. highly extroverted colleague |
| Structural Factors | Organizational hierarchy, policies | Rigid reporting lines that limit collaboration |
| Style | Level of Assertiveness | Level of Cooperativeness | When to Use |
|---|---|---|---|
| Competing | High | Low | Quick decisions, emergencies, protecting vital interests |
| Collaborating | High | High | Complex problems, long‑term relationships, creative solutions |
| Compromising | Medium | Medium | Time‑pressured situations, when both sides must give up something |
| Avoiding | Low | Low | Trivial issues, when emotions are too high, or when the issue is not one's responsibility |
| Accommodating | Low | High | To preserve harmony, when the issue is more important to the other party |
Tip: Effective managers often shift among styles depending on the context.
Identify the Issue
Gather Information
Define Interests & Needs
Generate Options
Evaluate & Select Solutions