Introduction
Workplace conflict can be impacted by a number of factors related to the role of gender, cultural differences, perception, and power. In this regard, gender stereotypes and biases are the most significant factors, as they often result in misunderstandings, discrimination, and uneven gender power dynamics. According to Marshall (2008), different gender-role ideologies shape individuals’ ideas regarding the roles of men and women in society. Notably, more women (38%) report that stress is the main conflict factor compared to men (32%) (Baruffati, 2023). Statistics indicate that women are more affected by negative emotions, insomnia, and nervousness as a result of conflict compared to men, which constitutes a serious concern (Baruffati, 2023).
Cultural Differences in Workplace Conflict
Cultural differences include such factors as different communication styles, perceptions, and mindsets. At the same time, the difference in cultural norms and values is the most important influence as it defines the way people behave (Krakoff, 2022). As reported by Fosten-English and McNutt (2022), conflict often arises when people do not feel valued by their organization (54%) or manager (52%) or lack a sense of belonging (51%). The difference in individualist or collectivist cultures’ approaches to dealing with conflict presents an additional challenge as some cultures focus on avoiding conflict, while others view it as part of communication.
Perception in Workplace Conflict
Perception can impact workplace conflict through such factors as differences in perspectives, power dynamics, and communication barriers. In this regard, the most significant influences include confirmation bias and emotions because they emphasize personal objectives over reason and objectivity (Krakoff, 2022). Furthermore, perception-related factors are closely linked to cultural differences, which aggravate the impact of bias on employee conflicts. Since each individual has their own perspective, it is crucial to address the perception factor in a workplace conflict (“How to handle conflict in the workplace,” 2018).
Conclusion
Power dynamics involve such factors as positional and perceived power, which are particularly harmful in conflict resolution. In this regard, individuals in managerial positions may misuse their power and utilize their privileges to intimidate others (Baruffati, 2023). Such power imbalances can cause some employees to feel unmotivated or defenseless. In this regard, a lack of transparency and action from the managerial staff can aggravate the conflict further and undermine the team’s trust. Overall, it is crucial to address the factors that can exacerbate workplace conflict and ensure a supportive and fair environment.
References
Baruffati, A. (2023). Workplace conflict statistics 2023: Costs & outcomes. Gitnux. Web.
Fosten-English, M., & McNutt, B. R. (2022). Reframing the conversation: Embracing workplace conflict through a DEIB lens. Journal of Employee Assistance (JEA), 52(4), 32-38. Web.
How to handle conflict in the workplace (2018). UC San Diego. Web.
Krakoff, S. (2022). The top 5 conflict resolution strategies for the workplace. Champlain College Online. Web.
Marshall, T. C. (2008). Cultural differences in intimacy: The influence of gender-role ideology and individualism—collectivism. Journal of Social and Personal Relationships, 25(1), 143-168. Web.