A) What Are the Causes of Conflict Within an Organization?
It is only reasonable to imagine that conflicts will always occur at the workplace. The reasons are not farfetched. We come from different backgrounds and as a result see the world from our own perimeters. We have different ways of relating with different people. At our homes, we speak informally, while in our offices, we speak formally. At the office, our 'hobby' is work, where as in the home our hobby could be football, chess, or any activity that will relax the mind.
Lack of information: Even with email, newsletters, reports, and staff and company meetings, conflict arises from lack of information or knowledge in how to use it effectively. It no longer surprises me how frequently in workplace mediations I hear the phrase, “Why didn’t anybody give me that information before now?” Management should develop procedures for routine tasks and include the employees input. Such as having employees write procedures when possible and appropriate, get employees review of the procedures, distribute the procedures and train employees about the procedures
Skill deficits: Most of us were didn’t learn the “Fourth R” in school. We learned reading, writing and 'rithmetic, but were not formally educated in relationship. Building relational skills, such as those associated with effective negotiation, interpersonal communication, and collaborative problem solving increases employees’ ability to navigate conflict before it becomes destructive.
Ineffective organizational systems: System problems can, and often do, masquerade as interpersonal conflicts. As I work with parties to peel back the layers of a conflict, it’s not uncommon to uncover ways the organization’s systems are pressing upon one or more of the individuals involved and directly influencing their behaviour. These system problems may be invisible until the overt conflict begins. Ineffective conflict management systems. The informal system of organizational culture (as in the ways employees and leaders show
Lack of information: Even with email, newsletters, reports, and staff and company meetings, conflict arises from lack of information or knowledge in how to use it effectively. It no longer surprises me how frequently in workplace mediations I hear the phrase, “Why didn’t anybody give me that information before now?” Management should develop procedures for routine tasks and include the employees input. Such as having employees write procedures when possible and appropriate, get employees review of the procedures, distribute the procedures and train employees about the procedures
Skill deficits: Most of us were didn’t learn the “Fourth R” in school. We learned reading, writing and 'rithmetic, but were not formally educated in relationship. Building relational skills, such as those associated with effective negotiation, interpersonal communication, and collaborative problem solving increases employees’ ability to navigate conflict before it becomes destructive.
Ineffective organizational systems: System problems can, and often do, masquerade as interpersonal conflicts. As I work with parties to peel back the layers of a conflict, it’s not uncommon to uncover ways the organization’s systems are pressing upon one or more of the individuals involved and directly influencing their behaviour. These system problems may be invisible until the overt conflict begins. Ineffective conflict management systems. The informal system of organizational culture (as in the ways employees and leaders show