Causes and Outcomes of Conflict

There are many potential root causes of conflict at work. We’ll go over six of them here. Remember, anything that leads to a disagreement can be a cause of conflict. Although conflict is common in organizations, some organizations have more than others.

Causes of Conflict

Organizational Structure

Conflict tends to take different forms, depending on the organizational structure[14]. For example, the global company ABB Inc. is organized around a matrix structure based on the dimensions of country and industry. This structure can lead to confusion as the company is divided geographically into 1,200 different units and by industry into 50 different units[15].

Limited Resources

Resources such as money, time, and equipment are often scarce. Competition among people or departments for limited resources is a frequent cause of conflict. When a group of employees have access to resources such as cutting-edge technology while others do not, conflict may arise among employees or between employees and management. While technical employees may feel that this technology is crucial to their productivity, other employees may make the point that access to cutting-edge technology is important for them to make a good impression on clients. Because important resources are often limited, this is one source of conflict many companies have to live with.

Task-Interdependence

Another cause of conflict is task interdependence; that is, when the accomplishment of your goal requires reliance on others to perform their tasks. For example, if you’re tasked with creating advertising for your product, you’re dependent on the creative team to design the words and layout, the photographer or videographer to create the visuals, the media buyer to purchase the advertising space, and so on. The completion of your goal (airing or publishing your ad) is dependent on others.

Incompatible Goals

Sometimes conflict arises when two parties think that their goals are mutually exclusive. Within an organization, incompatible goals often arise because of the different ways department managers are compensated. For example, a sales manager’s bonus may be tied to how many sales are made for the company. As a result, the individual might be tempted to offer customers “freebies” such as expedited delivery in order to make the sale. In contrast, a transportation manager’s compensation may be based on how much money the company saves on transit. In this case, the goal might be to eliminate expedited delivery because it adds expense. The two will butt heads until the company resolves the conflict by changing the compensation scheme.

Personality Differences

Personality differences among coworkers are common. By understanding some fundamental differences in the way people think and act, we can better understand how others see the world. Knowing that these differences are natural and normal lets us anticipate and mitigate interpersonal conflict—it’s often not about “you” but simply a different way of seeing and behaving. For example, Type A individuals have been found to have more conflicts with their coworkers than Type B individuals[16].

Communication Problems

Sometimes conflict arises simply out of a small, unintentional communication problem, such as lost e-mails or dealing with people who don’t return phone calls. Giving feedback is also a case in which the best intentions can quickly escalate into a conflict situation. When communicating, be sure to focus on behaviour and its effects, not on the person. For example, say that Jeff always arrives late to all your meetings. You think he has a bad attitude, but you don’t really know what Jeff’s attitude is. You do know, however, the effect that Jeff’s behaviour has on you. You could say, “Jeff, when you come late to the meeting, I feel like my time is wasted.” Jeff can’t argue with that statement, because it is a fact of the impact of his behaviour on you. It’s indisputable because it is your reality. What Jeff can say is that he did not intend such an effect, and then you can have a discussion regarding the behaviour.

Outcomes of Conflict

One of the most common outcomes of conflict is that it upsets parties in the short run[17]. However, conflict can have both positive and negative outcomes. On the positive side, conflict can result in greater creativity or better decisions.

Positive outcomes include the following:

• Consideration of a broader range of ideas, resulting in a better, stronger idea
• Surfacing of assumptions that may be inaccurate
• Increased participation and creativity
• Clarification of individual views that build learning

Conflict can be dysfunctional if it is excessive or involves personal attacks or underhanded tactics.

Examples of negative outcomes include the following:

• Increased stress and anxiety among individuals, which decreases productivity and satisfaction
• Feelings of being defeated and demeaned, which lowers individuals’ morale and may increase turnover
• A climate of mistrust, which hinders the teamwork and cooperation necessary to get work done

Is Your Job at Risk for Workplace Violence?

Sources: Adapted from information in LeBlanc, M. M., & Kelloway, E. K. (2002). Predictors and outcomes of workplace violence and aggression. Journal of Applied Psychology, 87, 444–453; National Institute for Occupational Safety and Health. (1997). Violence in the workplace. Retrieved November 12, 2008, from http://www.cdc.gov/niosh/violfs.html; National Institute for Occupational Safety and Health. (2006). Workplace prevention strategies and research needs. Retrieved November 12, 2008, from http://www.cdc.gov/niosh/docs/2006-144/. 

Consider the following:

1. What are some primary causes of conflict at work?
2. What are the positive and negative outcomes of workplace conflict? Which types of job are the most at risk for workplace violence? What examples can you provide?
3. What outcomes have you observed from conflict?
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