UNDERSTANDING Organizational Conflict 

What is Organizational Conflict Management?

Conflict management is understood as employing effective strategies to mitigate or resolve conflict or prevent it from escalating (Bauer & Erdogan, 2012). This includes understanding causes of conflict and developing ways to manage potential negative outcomes (Bauer & Erdogan, 2012).

The management of organizational conflict can be viewed as a feedback loop that includes processes of diagnosis (what is the cause?) and intervention (how do we move forward?), where proper diagnosis is required to reach responsive solutions (Rahim, 2003). 

Without proper diagnosis of a conflict, organizations may arrive at solutions that do not reflect proper understanding of issues and so will not be effective or sustainable (Rahim, 2003). To effectively diagnose conflict within an organization, the right stakeholders must be engaged (including those who may challenge widely accepted views), and issues must be considered from multiple perspectives (interpersonal, social, systemic, etc.) (Rahim, 2003). 

Implementing ways to manage organizational conflict, rather than simply minimize or avoid it, contributes to the creation and sustainability of a more positive organizational culture (Clardy, 2018; Herrity, 2023; Rahim, 2003). 

A lack of conflict should also be noticed and addressed by leadership as this may be evidence of the suppression of ideas and opinions or development of “group think” (Bauer & Erdogan, 2012). 

Implementing Conflict Management

The management of organizational conflict requires both micro and macro-level interventions which aim to minimize dysfunction within an organization and enhance constructive functions of conflict and positively influence organizational learning and effectiveness, leading to significant and sustained changes in organizational functioning (Clardy, 2018; Rahim, 2003). 

When examining organizational conflict leadership must recognize that there are certain types of conflict (personal attacks, racism) that must be reduced or eliminated, and other types of conflict that can be tolerated in moderate amounts (disagreements on tasks, policies, etc.) (Rahim, 2003). 

Most documented strategies for the management of organizational conflict are reactive, focusing on disagreement resolution through processes including mediation, bargaining, negotiation, reframing, and compromise (Bauer & Erdogan, 2012; Gawerc, 2013; Rahim, 2003). 

While it is important to manage and resolve conflicts directly, it should be considered equally important for leaders to respond proactively, including anticipating conflict wherever possible, to avoid disruption to organizational functioning (Clardy, 2018; Gawerc, 2013).

How one chooses to manage conflict within an organization may vary based on two dimensions: concern for self, and concern for others (Rahim, 2003). Contemporary authors identify six styles of conflict management (ranging in their effectiveness and benefit) present within many organizations:

Dominating (High concern for self; Low concern for others): 

Resolving conflict by use of power and authority.

Collaborating (Intermediate concern for self and others): 

Integration of various perspectives towards a resolution. Arguments are generally supported by both facts and rationale with equal consideration for both sides. Viewed as highly assertive and cooperative. 

Compromising (Intermediate concern for self and others): 

Resolution through achieving middle-ground, and concessions on both sides, where the result is mutually acceptable to all parties.

Avoiding (Low concern for self and others): 

Ignoring and withdrawing from the conflict situation. Viewed as uncooperative and unassertive. 

Competing (High concern for self; Low concern for others): 

Using one’s competencies and skills to persuade others to a preferred resolution. Maximizing one’s own outcomes at the expense of others’. 

Accommodating (Low concern for self; High concern for others): 

Making accommodations, concessions, and sacrifices. Viewed as cooperative, but unassertive. 

What is necessary and effective will vary depending on the type of organization, environment in which it operates, and the characteristics of staff within.

(Bauer & Erdogan, 2012; Gawerc, 2013; Qayyum et al., 2022; Rahim, 2003)

Be Mindful

Including being aware of the perceptions of others and continually working to generate mutual understanding. (Re)framing conflicts as centered around ideas rather than individuals is a good way to avoid escalation 

Practice “Constructive Confrontation”

This involves dealing with others in a positive manner using facts rather than opinions and focusing on the problem at hand rather than the people involved.

Accept Differences

Including openness to alternative opinions and the creation of respectful dialogue.

Promote Team-Building

To foster collaboration and understanding as well as generate shared experiences between different personalities.

Strengthening the “integrative ties” (the social, structural, and cultural elements which bond an organization), including active efforts to build trust and a shared sense of mission, as well as promoting respect for unique abilities, differences, and needs of others, and recognizing these as positive to individual role and organizational functioning can strengthen an organization’s ability to withstand conflict (Gamson & Modigliani as cited in Gawerc, 2013).

Be Clear and Transparent with Expectations

Including putting them in writing, undertaking regular revision, and engaging in direct, shared goal-setting.

Facilitate Open Communication

Including establishing clear guidelines and appropriate methods for communicating in different and changing circumstances. This includes the installation of formal and structured communication channels through which employees can signal (potential) issues to organizational leaders without fear of repercussion.