Mitigating Conflict Types

In their examination of the four types of conflict on work groups, Andrew Carton and Basima Tewfik (2016) propose specific solutions that may aid in mitigating each specific type of conflict. Their strategies for offsetting conflict are provided here.

Mitigating Task Conflict

Moderate amounts of task conflict are beneficial to a group because they stimulate creative thinking and generate innovative ideas, but high levels of task conflict can impede a group’s performance by producing too many ideas and not enough action. For this reason, Carton and Tewfik (2016) recommend avoiding conflict during the brainstorming stage and then fully embracing it when the group is ready to narrow down its ideas. They argue that shooting down ideas during brainstorming may cause people to clamp up in fear of being shot down. One suggestion is to encourage members with differing opinions to actively challenge the group after brainstorming is complete. Another option is to assign a devil’s advocate to intentionally counter ideas with alternative suggestions.

Mitigating Relationship Conflict

Since relational conflict occurs due to perceived differences in values and identities, it can be overcome by reducing perceived differences or acknowledging the value of them. One option is to find points of convergence in beliefs or in group or relational identity to help minimize differences. For example, if a workgroup was formed for a specific project the subsequent group identity would be a similarity that everyone in the group shared. Another option is to value diverse ideas and backgrounds. This can be done by framing diverse perspectives in positive terms as a learning opportunity. For example, when someone offers a different perspective, you might say, “I appreciate your view on this matter. I hadn’t thought of it in that way before.” Additionally, by getting to know individual members of the group and practicing perspective taking, one can minimize stereotypes and bias.

Mitigating Process Conflict

Since process conflict occurs due to disagreements on how roles and responsibilities should be assigned, process conflict can be minimized by more evenly distributing responsibilities, rotating them, and promoting dynamic delegation. Another strategy is to focus on the functionality of the entire group during the task implementation process rather than on one’s individual interests and goals.

Mitigating Status Conflict

Because status conflict invokes issues of power and authority and occurs due to incompatible access to resources, one strategy is to reduce status-based differences. This can be done by negotiating a redistribution of resources. Negotiation power can be gained by aligning into coalitions and gaining power through numbers. For example, you could form alliances with work colleagues. Conversely, the group can choose to establish egalitarian norms within the group, ensuring all members are treated equally. In situations where a hierarchy is needed or is necessary, the group can legitimize the hierarchy by showing that the structure is important to the group’s success thereby creating a sense of functionality and order. It can also “justify the process that put hierarchies in place” and recognize and affirm the status of others (Carton & Tewfik, 2016, p. 1130).