Conflict in Diverse Workforces
Definition
Conflict is generally defined as a state of disagreement or clash between individuals, groups, or systems resulting from divergences in values, goals, or interests. In organizations, conflicts can be viewed as “a breakdown in the standard mechanisms for decision making,” creating difficulties for individuals or groups to make informed decisions (Colwill, 1, p. 16). Conflict is a dynamic process that essentially regulates organizational behavior (Colwill, 1, p. 16).
By its nature, conflict can be destructive and constructive, meaning that it can both undermine and generate productivity (Rahim, 2, p. 17). Ranging from mild disagreements to intense disputes, conflicts can have different effects on the organization’s work, as well as on people’s interactions. However, it is necessary to remember that conflict is a natural part of human communication and can arise in any setting, from personal relationships to workplace affairs.
Causes
There are several major causes of conflict, but probably the most significant one is differences in interests and goals. When people or groups do not share priorities or objectives, a conflict may arise if these objectives and priorities are incompatible or contradict one another. Another common reason for conflict is miscommunication, which is often manifested through a lack of understanding, resulting in incorrect interpretations of messages and meanings. The scarcity of resources can also lead to a conflict when individuals or groups cannot share funding or opportunities, or when they are not allocated an equal amount of time for some assignment.
An imbalance of power is yet another conflict cause, which emerges when individuals feel that authority is not allocated equally. It is also essential to acknowledge the cultural and value differences when considering sources of conflict. People from diverse backgrounds and with different value systems may frequently disagree, primarily when there exists a lack of sensitivity toward these differences. Differences in personality types can also lead to conflict situations, as can perceived injustice. When one feels excluded, they may create a conflict within the organization.
Diversity Factor
Several aspects of diversity can contribute to conflict. Firstly, cultural diversity can lead to misunderstandings because individuals may not be aware of others’ cultural norms and communication styles (Rahim, 2, p. 144). Generational diversity emerges when people have different viewpoints based on their membership in different generations, and none is willing to acknowledge or accommodate the other’s worldviews.
Another significant aspect of diversity is the ethnic or racial one, which leads to conflicts among people or groups from different ethnic backgrounds. Religious and linguistic diversity are two other issues that must be taken into account by employees and managers, as a lack of understanding of others’ language or faith can cause severe conflicts in multicultural environments.
Finally, workstyle diversity can impede successful working relationships when coworkers have contrasting views on work approaches. For instance, when one individual prefers collaboration and the other chooses individualism, conflict is inevitable. To manage emerging conflicts, it is necessary to foster an inclusive environment, encourage open communication, and provide team-building activities to eliminate differences in employees’ attitudes.
Diversity and Inclusion in Personal Experience
I am a firm believer that diversity and inclusion should be among the core aspects of any working environment. However, I must admit that things have not always been like that. Based on the Inclusive Leadership Continuum, I was once at the unawareness stage only a few years ago (Brown, 3, p. 19). When I first started working in the organization, I used to think that diversity was a good thing, but I didn’t think it was my personal responsibility.
Hence, I always expected someone else to take care of including diversity in work processes, but I never participated in, let alone initiated, them. Soon after a situation in which the manager discriminated against my friend, I entered the awareness phase, realizing that change can only happen when I am a part of it (Brown, 3, p. 19). Thus, I began self-education on diversity and established the steps to move forward in that direction.
Currently, my behaviors and mindsets are situated between the activity and advocacy stages. According to the Inclusive Leadership Continuum, activity involves shifting one’s priorities and taking meaningful action in support of others (Brown, 3, p. 21). In my case, this “do-or-die” moment (Brown, 3, p. 21) occurred when my coworker, with whom I had been working from the very beginning, was unjustly refused a promotion, which was given to a person with a poorer KPI. Although I realized that I could be considered impudent and might even be punished, I could not restrain my anger at the unfairness of the situation. However, I behaved rather awkwardly at the time, and I expressed my anger only to the department manager. In contrast, the one who refused my colleague a chance for promotion was the head manager.
Therefore, I can say that I am now at the initial stage of the advocacy phase of the Inclusive Leadership Continuum. Being eager to promote and defend the rights of myself and my peers, I dedicate a significant amount of time to learning about how the systems work and what should be done in the event of an unfair situation at work (Brown, 3, p. 22). I strive to combat any discrimination, which enhances my leadership skills and positions me as an inclusive leader for the future.
Case Study Conflict
Summary
In the case study, Bob believes that he has been mistreated since Diane received the promotion, and he did not. Although upon his complaint, the competition was run once again and Diane won for the second time, Bob continues to feel offended and neglected (Furlong, 4, p. 23). When he exhausts all the available legal avenues for appealing his lack of promotion, Bob starts to behave inappropriately. He shows up late consistently, refuses to follow Diane’s orders, and does only the bare minimum of work to avoid being punished for not fulfilling his duties (Furlong, 4, p. 25).
Although Bob claims that his behavior was directed toward Sally, the manager, his conduct inevitably affects Diane first. Frustrated because of Bob’s behavior, Diane responds with a degree of aggression toward him once. However, this is enough for Bob to file a harassment complaint against Diane for the verbal abuse that, according to him, she has given him (Furlong, 4, p. 26). The conflict between Bob and Diane poses a problem not only for them but also for Sally, as well as other coworkers who cooperate directly with them.
Conflict Resolution Model
Model #7 from Chapter 10, the boundary model, can be applied to the case study under analysis. The diagnosis with the boundary model presupposes that one element all people have in common is boundaries, whether physical or behavioral ones (Furlong, 4, p. 161). According to the model, there are four major elements of boundaries: defined standards and behavior, jurisdiction or legitimacy, authority or enforcement, and norms (Furlong, 4, pp. 161-162). For successful conflict management in an organization, justice must be the key goal (Amsler, 5, p. 192). Hence, it is crucial for Sally to focus on Bob’s behavioral issues and to explain the legal and normative aspects of his employment.
Under the boundary model, conflict is defined as a situation in which a boundary is challenged or violated. In the case study, Bob challenges the boundaries by refusing to follow Diane’s orders, despite her being his supervisor in the department. Out of the reasons causing conflict in the boundary model, the one most related to Bob is the lack of acceptance of who has the authority to enforce a boundary (Furlong, 4, p. 164). Since he had wanted a promotion but did not receive it, he has difficulty accepting that Diane, who is younger and has less experience, is the one whose orders he must now follow. Additionally, Bob has a problem with the deliberate expansion of boundaries past acceptable norms, as evidenced by his frequent late arrivals for work, whereas others do so only occasionally.
Several steps can be taken to resolve the conflict with the help of the boundary model. First of all, it is necessary to clarify and reestablish the boundaries. This concerns both the aspect of subordination and the issue of being late. Secondly, it is crucial to reestablish authority: Bob should be reminded that he is under Diane’s authority and that he must follow her orders. Finally, it is essential to reestablish jurisdiction, as long as all parties (especially Bob) do not acknowledge the legitimacy of the rules’ establishment, they will not be respected (Furlong, 4, pp. 167). By utilizing the boundary model, Sally will be able to manage the conflict effectively and prevent it from escalating into a crisis.
Process and Outcomes
One process that can be used to resolve the conflict is communicating the new vision and direction in which the new manager is taking the team. It is clear from the case study that Sally missed the opportunity to share her vision with the team, which led to grievances from employees. The grievances were based on the fact that team members received assignments not related to their job classifications (Furlong, 4, p. 24). For Bob, these issues were further complicated by the fact that he had not received the promotion he wanted. Hence, meeting with the manager to discuss aspects of work that bother him might help Bob cope with his negative feelings and could enhance the working environment and the well-being of his colleagues.
Conflict Analysis Results
The strategic direction of the model is to reframe boundaries and make it clear to Bob that they must be kept as established. Sally needs to explain to Bob which tasks he should hand in to Diane and which ones he needs to report to Sallie. It is of utmost importance to exclude the lack of clarity or differing expectations from the team’s work to ensure that each employee understands their duties, responsibilities, and subordination.
Sources
- Deborah A. Colwill. 2021. Conflict, Power, and Organizational Change. Routledge.
- M. Afzalur Rahim. 2023. Managing Conflict in Organizations. Routledge.
- Jennifer Brown. 2019. How to Be an Inclusive Leader: Your Role in Creating Cultures of Belonging Where Everyone Can Thrive. Berrett-Koehler Publishers.
- Gary T. Furlong. 2020. The Conflict Resolution Toolbox: Models and Maps for Analyzing, Diagnosing, and Resolving Conflict. Wiley.
- Lisa Blomgren Amsler. 2020. Dispute System Design: Preventing, Managing, and Resolving Conflict. Stanford University Press.