Managing Conflicts

In organizations, conflicts within and between groups are common. By conflict, it means a perceived difference between two or more parties resulting in mutual opposition and which may occur at three levels: within the individual (interpersonal); between individual and organization; and between organizational groups.

While intrapersonal conflicts can be destructive to the individual; and as a consequence to the organization, it generally results in conflicts between the individual and organization.

Therefore, many jobs are unknowingly structured to conflict with the healthy personality's basic growth needs. The degree of conflict is a function of several factors, conflict will be strongest with - very mature employees, highly structured organizations, formalized rules/procedures and fragmented/mechanized jobs.

The strongest conflict should occur at lower organization levels, among blue-collar and clerical workers. Managers tend to have less mechanized jobs that are less subject to formalization. Various approaches are adopted by employees in situation of conflicts situation like - leave organization or work to climb into upper management; use defense mechanisms to defend their self-concepts; psychologically dissociate from the organization; concentrate on the organization's material rewards; find allies among workers and all adapt by use of quota restrictions, strike or sabotage.

While conflicts is often considered as negative, it can have constructive or destructive consequences, for a destructive example, conflict can cause individuals or groups to become hostile, withhold information or resources, and interfere with each other's effort. It can delay projects, increase costs, and cause valued employees to leave. Alternatively, conflicts can have constructive consequences, as an example, conflicts highlights problems and the need for solutions, it also promotes change as resources work towards problem resolution. Conflict can enhance morale and cohesion, as members deal with areas of concern and frustration.

Although, managers may be

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