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Group and Inter-Group Conflict and Management

Group conflict can be either functional or dysfunctional. Functional conflict identifies weaknesses and strengthens performance, while dysfunctional conflict hinders a group from reaching its goals through confrontations. Causes of inter-group conflict include work interdependence, goal variances, perception differences, and increased specialist demands. Functional conflict leads to stronger bonds and loyalty, while dysfunctional conflict divides members and causes lack of communication, potentially leading a group project or organization to fail. Identifying and addressing conflicts properly through avoidance, problem-solving, workplace changes, or authoritative commands can help manage inter-group conflicts. Alternative dispute resolution is important for building trust and defining roles to find appropriate solutions, though barriers like fear of losing power must be reduced through training, incentives, and

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Daniel Ryan
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47 views13 pages

Group and Inter-Group Conflict and Management

Group conflict can be either functional or dysfunctional. Functional conflict identifies weaknesses and strengthens performance, while dysfunctional conflict hinders a group from reaching its goals through confrontations. Causes of inter-group conflict include work interdependence, goal variances, perception differences, and increased specialist demands. Functional conflict leads to stronger bonds and loyalty, while dysfunctional conflict divides members and causes lack of communication, potentially leading a group project or organization to fail. Identifying and addressing conflicts properly through avoidance, problem-solving, workplace changes, or authoritative commands can help manage inter-group conflicts. Alternative dispute resolution is important for building trust and defining roles to find appropriate solutions, though barriers like fear of losing power must be reduced through training, incentives, and

Uploaded by

Daniel Ryan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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GROUP AND INTER-GROUP

CONFLICT AND MANAGEMENT


Daniel Ryan M. Arriola II, RN
GROUP
•  "social unit that consists of a number of individuals (1) who, at a given
time, have role and status relationships with one another, stabilized in
some degree and (2) who possess a set of values or norms regulating the
attitude and behavior of individual members, at least in matters of
consequence to them.“ –Tony Balek
INTER-GROUP RELATIONS

An important factor in completing the group task


efficiently
CONFLICT
• Functional Conflict
• A positive type of conflict that identifies the weaknesses and
strengthen the group performance.
• Disfunctional Conflict
• A type of conflict that brings harm to the group through the
confrontation made by members, hindering the group from reaching
their goal.
CAUSES OF INTER-GROUP
CONFLICTS
• Work Interdependence
• Goal Variances
• Perception Differences
• Incease in demand of specialist
• Character traits difference
CONSEQUENCES OF INTER-GROUP
CONFLICTS

Functional Conflict Disfunctional Conflict


• Members will have a stronger bond when • Members will be off focus to the the goal
they pass through their differences. • Group members will be divided
• Loyalty will be built • The group project would likely to fail
• LACK OF COMMUNICATION will arise
that would cause MISCOMMUNICATION.

DEATH KNELL
ORGANIZATION
IDENTIFYING CONFLICT
• Characteristic of the members
• Members history
• Job description
• Defferences of the members
SOLUTION TO INTER-GROUP
CONFLICTS
• Avoidance
• Problem-Solving
• Changing workplace variable
• Authoritative Command
ALTERNATIVE DISPUTE RESOLUTION (ADR):
IMPORTANCE IN IDENTIFYING THE APPROPRIATE
ADR
• Build trust
• Clearly define participants' roles and authorities
• Establish ground rules
• Promote leadership
• Bring a collaborative attitude to the table
• Maintain participant continuity
ALTERNATIVE DISPUTE RESOLUTION
(ADR):
IMPORTANCE IN IDENTIFYING THE
APPROPRIATE ADR
• Recognize time and resource constraints
• Address cultural differences and power imbalances
• Build accountability and organizational commitment
• Make this a consensus process
• Produce early measurable results
• Link decision making and implementation
• Promote good communication and listening skills
CREATING ADR

Key factors to success Barriers to success


1. A critical mass of individuals who are 1. Fear of losing power;
committed to the process;
2. Unwillingness to negotiate;
2. A leadership group who perceive it in their
best interest and the best interests of the 3. No perceived benefit;
people they serve;
4. Corporate philosophy;
3. Strategic cooperation among historical
enemies; 5. Top leadership reluctance;
4. Realistic and satisfactory outcomes; 6. Lack of knowledge about ADR;
5. A moratorium on hostilities or conflict-
seeking behavior.
7. Lack of success stories.
REDUCTION OF BARRIERS
• Trainings
• Incentives
• Marketing
• Periodic Reviee
• Case Studies
• Management supports and Participation
THANK YOU!

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