Janice is a new manager for XYZ Corporation. She is about to attend two weeks of management training

Janice is a new manager for XYZ Corporation. She is about to attend two weeks of management training. The first topic she will examine is that of conflict and its management. You are the instructor for the conflict seminar. Describe the types of conflict Janice and other managers may face in the workplace, their underlying causes and some strategies for managing those conflicts in the workplace.

There are three types of conflict that should be noted at the outset of the seminar session. The three are: intrapersonal, interpersonal and intergroup conflict.  

Intrapersonal conflict arises when an individual does not know what is expected or wanted of him in the workplace or where he feels inadequate to perform a task. Perceived lack of trust of the employee, role ambiguity and role conflict are causes of intrapersonal conflict. Clarifying the employee’s role and empowering him with various responsibilities are two viable options for managing this type of conflict in the workplace.

Interpersonal conflict is likely the most common form in the workplace.  Personality differences are a key cause of such conflict. Problem solving approaches that focus attention on the task or issue at hand and not on the personalities are two options to consider in dealing with this type of conflict. If neither of those works, there is always the possibility that a manager should consider moving or removing one of the personalities from his department.

Intergroup conflict is often found between groups in a single department or between departments in a workplace. In unionized settings in the United States, the union and management tend to have longstanding adversarial relations. One effective way of dealing with intergroup conflict is to create a common “enemy” for the clashing parties. Diverting their attention from each other and refocusing it on an outside group can actually result in more cooperation among group members and ultimately, a more cohesive group.

150. Angelo is the new superintendent of the school district. In his first two weeks on the job he makes it a point to talk to every staff and faculty member as well as key stakeholders in the community and those who interact with the district on a regular basis. His assessment after those interviews is that the district is conflict-ridden. Seemingly everywhere he turns intrapersonal, interpersonal and intergroup conflicts are found. Discuss how he can get his arms around this situation and begin to manage some of the conflicts he is encountering.

Angelo needs to determine the root causes of the conflicts. Such root causes can cover a wide spectrum but some common ones are: organizational structure, limited resources, task interdependence, incompatible goals, personality differences and communication problems.

Each of the root causes identified could take substantial time and effort to address, but identification is always the first step. If organizational structure seems to be an issue, Angelo might consider changing it. He needs to understand how authority really flows in the district as well as how communication and decision making flows. Once that is assessed, the nature of changes needed may be obvious.

Limited resources are always an issue regardless of the nature of the organization, but Angelo may want to consider getting a clear handle on what each department’s budget is and how such budgets are determined yearly. He may want to institute some changes in identification of new spending items separating out, for example, those items basic to the educational process and required by law and those discretionary that enhance the curriculum.

Task interdependence may be an issue in the staff areas. Again, a thorough assessment of what jobs’ outputs become the inputs for other jobs and the timing of each could lead to the redesign of some jobs for enhanced efficiency and effectiveness.

Incompatible goals and communication problems could be intertwined.  Understanding how information is disseminated to employees in the district may indicate a very haphazard pattern. Some of the information partially or incompletely disseminated may be the district and individual goals. When that information is clarified and input appropriately received and processed, both problems may be addressed.

Personality differences are the common denominator in the conflicts of many organizations. Focusing employee attention on the task and not the personalities involved is always the first step but sometimes that proves to provide only temporary relief and the ultimate step of moving or removing individuals must be assessed.