Intergroup Conflict Management

Conflict results from interactions between behaviors. It is made up of all different types of adversarial encounters. In companies and groups, it is unavoidable. It involves other people. Conflicts over objectives or approaches to achieving those objectives are the main causes of it. Conflict can also a result of poor communication and personality differences. About 20% of a leader's time is spent resolving disputes.

According to Newstrom and Davis "Conflict is any situation in which two or more parties feel themselves in opposition".

According to Stephen P. Robbins "Conflict is a process that begins when one party perceives that another party has negatively affected. Or is about to negatively affect, something that the first party cares about."

When conflict levels are too high, it can hinder performance. Performance typically suffers when it is too low. The efficacy of the organization and the group can both benefit from a desired level of conflict. Managing conflict is one of a leader's key responsibilities.

• Intra-individual: With oneself, as a result of irritation and conflicts in roles and objectives.
• Interpersonal: Between people because of information gaps or emotional stress or personal differences.
• Intergroup: Between groups, or intergroup
• administrative: Within administrative departments.

Intergroup Conflict

Conflict that is interactive is intergroup conflict. It takes place between groups. It is a manifestation of group animosity and deliberate meddling in one another's affairs. It happens as a result of opposing perspectives and a reward system. Competition for limited resources, as well as factors that affect task coordination and group loyalty.

Intergroup conflict is of the following nature.

• Intergroup conflict is an example of an interpersonal process. The interaction of two or more groups leads to it.
• Conflict must be seen as such by the parties involved. It is a problem of perception.
• It is necessary for there to be conflict or incompatibility between groups. It might be in positions, attitudes, hobbies, or events, as well as goals or strategies for achieving goals. Differences in fact interpretation may be the cause. Disagreements based on behavioral expectations may be present.
• Situational: Conflict occurs in different ways depending on the people involved, the setting, and the circumstances.

Types of Intergroup conflict (Nature)

Nature of Intergroup Conflict

Intergroup conflict can be of following types:

• Functional or Dysfunctional Conflict
  • Functional
    Functional disagreements are serious and problem-focused. Typically, it has an administrative or technical focus. It is constructive in nature. It enhances the performance of the group and supports its objectives. The group's performance improves as a result of this conflict. It is beneficial and
    • Increases decision quality
    • Encourages imagination and inventiveness
    • Stimulates group members' curiosity and interest
    • Releases stress and airs issues
    • Promotes an atmosphere of transformation and self-evaluation.
  • Dysfunctional
    Conflict is a matter of the heart. It is focused on personalities. It is founded on member hostilities and deeply held sentiments and attitudes. It is a damaging source. It reduces collective effectiveness.
    • Conflict like this impairs teamwork. It is damaging and
    • Breeds unhappiness
    • Communication is hindered
    • Decreases group cohesion
    • Threatens the existence of the group by encouraging intragroup conflict

• Task, Process and Relationship Conflict
  • Task Conflict: It refers to the objectives and content of the job. It may be brought on by task dependency, job ambiguity, and disparities in the groups' work orientations. Task conflict that is mild to moderate in intensity is acceptable. It encourages debate of concepts and problems that improves group performance.
  • Process Conflict: It has to do with how the work is completed. Process disagreement at a low level is useful. However, when disputes over who should do what arise, it can become dysfunctional.
    • Create ambiguity over task roles
    • lengthen the time it takes to finish jobs
    • resulting in members working against each other.
  • Relationship conflict: It is conflict that is driven by interpersonal connections. It involves conflict and antagonism amongst people. Conflict in relationships is destructive. Task completion is hampered because of:
    • More personality conflicts
    • Less understanding between parties
• Vertical and Horizontal conflict
  • Vertical conflict develops inside the organization between several levels. It could be the result of goal disagreement, inadequate communication, or a challenge to reach value consensus.
  • At the same organizational hierarchical level, horizontal conflict develops. Differences in interests, attitudes, values, and beliefs cause this.

Reference

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