Reasons for Conflict

3.Reasons for Conflict

There are numerous reasons for conflict and to pretend to be able to draw up an all-encompassing list is unrealistic. We attempt here to look at some of the most obvious reasons for conflict in a business environment.

3.1 Change

Charles Darwin said it is neither the strongest nor the most intelligent of the species who survive; it is the one most adaptable to change.

Charles Darwin’s quote is as true in business as it is in the word of Science. Proper change management will help to increase the chances of survival of undertakings operating in the new economy. The so-called new economy can be defined as a situation where revolutionary changes are experienced in terms of innovation in technology, globalisation and knowledge management. The management of these changes may be the difference between businesses that will succeed and those that will perish.

There is, however, (almost) always resistance to change as it creates uncertainty. This resistance often leads to conflict.

3.2 Inclusivity and Cultural Diversity

In South Africa we have many different cultures and it is important to remember that we have to accommodate all of these in the workplace. Unfortunately these cultural differences may lead to conflict situations – often because of ignorance.

Also beware of the danger of stereotyping: “All Afrikaners believe this or that” or “Only men are natural leaders and should therefore be promoted over females”.

Despite having been warned against stereotyping, we have to acknowledge that certain cultures in a country or certain countries have very distinct cultures and may require a thorough understanding.

Diversity

In this regard we can simply look at the African culture of Ubuntu vs. the more Western culture. When entering business transactions or negotiations in the workplace it will stand the person in good stead to acknowledge that some of these differences may lead to conflict situations if not taken into account. Different backgrounds and values may also cause conflict in multi cultural environments.

Ubuntu Western culture

Establish social trust first – “I am because we are”. A “Let’s just get down to business” attitude often prevails.

Personal relations and goodwill are valued. The emphasis is on performance and expertise.

Negotiations are often slower and rituals may play a role. Time is money and we need to conclude negotiations as fast as possible to start negotiating the next transaction.

Exercise 1.1: Ubuntu vs Western Culture

Evaluate, by means of a group discussion, the Ubuntu and Western approaches explained. Identify TWO situations where you would use each approach to obtain optimum results.

3.3 Lack of, or Poor Communication

If employees are not informed about decisions or are not sure of what to expect next, they start to rely on the grapevine (rumours), which are not always reliable. Conflict is a result of uncertainty.

Uncertainty regarding expectations, such as poorly defined job descriptions or inconsistent actions from management, will most definitely lead to conflict.

Poor communication may be the result of poor listening skills. People sometimes listen but they don’t hear, and this results in misunderstandings.

Communication barriers such as an organisational structure that is too hierarchical could also contribute to conflict. A poorly defined organisation structure, on the other hand, may lead to jurisdictional ambiguities (uncertainty regarding what is allowed) such as who may discipline a worker. Any other barrier to effective communication will also probably lead to conflict between role players in the business. Role overload may also arise as workers don’t understand what their actual jobs entail i.e. a lack of communication regarding job description and responsibilities.

3.4 Resource Allocation

Insufficient resources or unequal distribution of resources to perform a task will cause stress amongst employees. This ‘fighting’ for resources is a structural reason for conflict in an organisation.

Interdependence in the organisation is related to resource allocation. If, for example, the purchasing department has to wait for the financial department to allocate funds needed to buy raw material that is required in the production process, this interdependence means that a delay in one department will have a ripple effect of conflict throughout the organisation.

Skills and abilities are also classified under resources. If a manager expects an employee to perform a task that an employee is not capable of performing, it will lead to problems in the workplace.

3.5 Personalities and Emotions

All people in the workplace are unique. Sometimes different personality types thrown together in close proximity in the workplace may contribute to conflict. Different personality types also react with different emotions to situations.

Type A personalities are, for example, usually workaholics that have extremely high expectations of themselves and others; they are impatient and unhappy about even small delays in deadlines. Type B personalities on the other hand are usually easy-going, with no real sense of time urgency.

Exercise 1.2: Top Toys Ltd.

Eitsaz has just been employed as the Marketing Manager of Top Toys Ltd. It is June and the festive season is just a few months away. The Board of Directors has made it clear to Eitsaz that they expect him to make sure sales revenues will be at least 40% higher than last year.

Eitsaz has called a meeting with the advertising agency to discuss the marketing campaign.

Dorah is the Advertising Consultant working with the Top Toys account. After Eitsaz’s telephonic discussion with Dorah, it is clear to him that Dorah is a Type B personality. Eitsaz is the first to admit he is a Type A personality. Dorah has suggested Eitsaz stop worrying as they don’t really need to change the advertising campaign of last year. In fact, Dorah’s words were: “No need to change something that worked last year. Change is so uncomfortable and unsettling!”

Eitsaz has approached the MD of Top Toys to discuss the possibility of either moving to a different advertising agency or requesting someone else for the account. The MD refuses point-blank because she believes Dorah is the right person for the job.

Eitsaz has asked you for advice on how to handle Dorah’s laid-back and somewhat negative attitude towards the advertising campaign.

3.6 Values and Ethics: Perceived or Real

Values and ethics are personal sets of beliefs that guide actions or describe a preferred manner in which to handle a situation. Values and ethics are, however, closely linked to culture and religion and will therefore differ between people.

Remember: perceptions are more important than reality. People often believe what they perceive to be true even if it is not true and this may lead to unnecessary conflict.

3.7 Inner Conflict

Conflict is not only external. We are all human, and as such, bring our past experiences, issues, beliefs and morals into every situation. Often, our perception of a situation is far more important (and influential) than the reality. That is why two people can attend the same event, e.g. a soccer match, and have two totally different reactions to it. One will see it as disorganised and the crowd as unruly; the other will describe it as having a great vibe and the crowd as having a lot of spirit.

As discussed in the Problem Solving Chapter (Chapter 4), the problem presenting itself is often not the real issue. For example, an argument erupts between two team members busy on a task. The team has to decide which of three different advertising layouts to use for their next campaign. Xando is keen on layout 1, but Ann is insisting on layout 3. After stepping in to arbitrate, the team leader discovers that Ann is actually upset about the fact that Xando was recently promoted into a position that she applied for, so she is not looking at the best layout, but merely determined to oppose Xando. Her inner conflict over the promotion is causing problems in the workplace, so in order to resolve the issue, that has to be addressed.

Some of the issues that can lead to inner conflict:

○ Jealousy (as above);

○ Feelings of inferiority, being used as a scapegoat;

○ Need to control or need to impress people (seeking constant approval);

○ Personal morals, beliefs and ethics; and

○ Oversensitivity and low self-esteem.

Exercise 1.3: Inner Conflict

Discuss how the following can lead to inner conflict that will affect the workplace:

1. An outspoken ‘pro-life’ nurse being asked to assist with abortions.

2. A stockbroker who is aware of ‘insider trading’.

3. A counselor who has promised confidentiality to a client, but thinks they may be planning to commit a crime.

4. Someone who is overweight, but good-naturedly pretends not to be hurt by jokes and comments from colleagues.

5. An employee who designs and develops a project that the team-leader then presents to management and takes the credit for. Think of two or three more examples, and then revisit the list above. Can you add to it?

Resolving Inner Conflict:

○ The first step is to identify inner conflict. A problem cannot be addressed unless it is exposed.

○ It is also important to refer the person to the correct department – they may need the HR department to resolve (or explain) a salary or promotional issue; a manager to listen to their concerns; or a counselor to work through personal issues with them.

○ The extent of the intervention will depend on the intensity of the problem, and the effect it is having on their productivity in the workplace, as well as the enterprise’s HR policy: some businesses have both counseling services and practical help (e.g. HIV/AIDS or Covid-19 clinics, feeding schemes, daycare centres) to assist their employees in solving personal problems; others may deal only with direct, work-related issues. Either way, it needs to be considered as a factor in the normal conflict resolution process.