Inter-Group Conflicts

Organizational conflict is sometimes referred to as inter-group competition because forces of competition are involved. The nature of organizations is such that it is difficult if not impossible to avoid conflict between and among groups in an organization. In itself, such conflict may not be bad and may be preferable in some cases. It is the manner in which conflict is managed that may make conflict bad.

Stages in Inter-group Conflict

Organizational groups (inter-group) conflicts develop in stages namely:

    i.    Antecedent conditions;
    ii.    Perceived conflict;
    iii.    Felt conflict;
    iv.    Manifest conflict;
    v.    Conflict resolution of suppression;
    vi.    Conflict aftermath

•    Antecedent conditions refers to those conditions that have potential for the development of conflict. These are the sources of conflict and could be such factors as role ambiguities, competition for scarce resources and differences in values, goals and politics.

•    Perceived conflict is a situation where one or more of the interest groups become aware of the existence of a source of conflict.

•    Felt conflict occurs when perceived conflict affects feelings thereby creating tension in one or more of the concerned groups.

•    Manifest conflict refers to the situation where perceived or felt conflict is expressed in some action by one or some of the involved groups. Manifest conflict can be resolved in the sense that the courses of conflict are corrected. It can also be suppressed in that although no change in causing conditions occurs, the manifest conflict behaviour are controlled.

•    Conflict aftermath refers to the consequences of conflict. The consequences may be functional or dysfunctional.

The way a given conflict is handled can affect other conflicts and an unresolved conflict continues to promote future conflicts over similar issues. Truly resolved conflicts may establish conditions that reduce future conflicts of a similar nature and which help other eventual conflicts to be resolved in a constructive manner.

A manager should be sensitive to the influence of conflict aftermath on future conflict episodes.