Strategies for Managing Group Conflict in Organisations

Conflict is an inevitable aspect of human interaction, and group settings within organisations are no exception. When individuals with diverse perspectives, goals, and working styles come together, disagreements and tensions are bound to arise. However, conflict itself is not inherently detrimental; it can be a catalyst for growth and innovation if managed effectively. Conversely, unresolved or poorly managed conflict can lead to decreased morale, productivity, and overall organisational effectiveness. This essay will explore several strategies for managing group conflict in organisations, drawing upon the influential work of Kenneth Thomas (1976) and other relevant sources.

Thomas's Five Conflict Management Styles

Thomas (1976) proposed a model of conflict management that identifies five distinct styles: competition, accommodation, compromise, collaboration, and avoidance. Each style represents a different approach to handling conflict based on the relative importance placed on assertiveness (satisfying one's own concerns) and cooperativeness (satisfying the concerns of others).

Competition is a highly assertive and uncooperative style. It involves pursuing one's own interests at the expense of others, often through forceful or aggressive means. While this approach may be effective in situations where a quick decision is necessary or when dealing with a matter of principle, it can damage relationships and create resentment in the long run. For example, a manager who uses their authority to impose a solution on a team without considering their input is employing a competitive style.

Accommodation, on the other hand, is characterised by low assertiveness and high cooperativeness. It involves putting aside one's own needs and giving in to the demands of others to maintain harmony. While this style can be useful in situations where preserving relationships is paramount, it can also lead to feelings of frustration and resentment if used excessively. An example of accommodation might be a team member who agrees to take on an undesirable task to avoid conflict, even though it puts extra strain on their time.

Compromise falls in the middle ground, involving a moderate level of both assertiveness and cooperativeness. It aims to find a mutually acceptable solution that partially satisfies all parties involved. This often requires each side to make concessions and find common ground. Negotiation and bargaining are key elements of compromise. An example would be two departments agreeing to share resources or adjust their timelines to resolve a scheduling conflict.

Collaboration is the most assertive and cooperative style. It involves working together to find a solution that fully satisfies the concerns of everyone involved. This approach requires open communication, active listening, and a willingness to explore different perspectives and possibilities. For example, a team that faces a complex problem might engage in brainstorming sessions and collaborative problem-solving techniques to develop an innovative solution that addresses everyone's needs.

Avoidance is characterised by low assertiveness and low cooperativeness. It involves withdrawing from the conflict or suppressing it rather than addressing it directly. While avoidance may be appropriate in some cases, such as when emotions are running high, it can lead to unresolved issues and escalating tensions if used as a primary strategy. An example of avoidance might be a team member who chooses to stay silent during a disagreement, hoping the issue will resolve itself.

Superordinate Goals: A Unifying Approach

In addition to these five styles, Thomas also highlighted the importance of superordinate goals in conflict resolution. A superordinate goal is a shared objective that transcends the individual goals of conflicting parties, requiring them to work together to achieve a common outcome. The concept stems from the work of social psychologist Muzafer Sherif (Sherif, 1966), who demonstrated the power of superordinate goals in reducing intergroup conflict. By shifting the focus from competition to cooperation, superordinate goals can help to break down barriers, foster a sense of shared purpose, and promote positive interdependence among group members.

For example, imagine two departments within an organisation that are constantly at odds due to conflicting priorities and limited resources. Management could introduce a superordinate goal that requires both departments to collaborate, such as launching a new product line or improving overall customer satisfaction. By working together towards this shared objective, the departments would need to put aside their differences and focus on their common interests.

Choosing the Right Approach

It is important to note that there is no single "best" style for managing conflict. The most effective approach will vary depending on the specific situation, the nature of the conflict, and the individuals involved. Factors to consider include the severity of the conflict, the importance of the relationship, the potential consequences of each style, and the time available for resolution.

For instance, collaboration is generally considered the most desirable style as it aims to achieve win-win outcomes. However, it may not always be feasible due to time constraints, power imbalances, or a lack of willingness to collaborate. In some situations, a combination of styles may be necessary. For example, a manager might initially use an avoidance style to allow emotions to cool down before engaging in a more collaborative approach later on.

Conclusion

Effective conflict management is essential for creating a positive and productive work environment. By understanding the different styles of conflict management proposed by Thomas (1976) and the concept of superordinate goals, managers and employees can develop the skills and strategies needed to navigate disagreements constructively. The key lies in choosing an approach that is appropriate for the specific situation and that prioritises both the needs of the individuals and the goals of the organisation. When handled effectively, conflict can become an opportunity for growth, innovation, and stronger relationships within the workplace.

References

Sherif, M. (1966). In common predicament: Social psychology of intergroup conflict and cooperation. Houghton Mifflin.

Thomas, K. W. (1976). Conflict and conflict management. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 889-935). Rand McNally College Publishing Company.