There are subtler forms of conflict involving rivalries, jealousies, personality clashes, role definitions, and struggles for power and favor.
The constructive resolution of such conflicts can most often be achieved through a rational process of problem solving, coupled with a willingness to explore issues and alternatives and to listen to each other.
People who value independence tend to resist the need for interdependence and, to some extent, conformity within a group.
Rewards and recognition are often perceived as insufficient and improperly distributed, and members are inclined to compete with each other for these prizes.
[7] In western culture, winning is more acceptable than losing, and competition is more prevalent than cooperation, all of which tends to intensify intra-group conflict.
If the conflict is left unresolved, as when both sides withdraw from the scene, inter-group cooperation and effectiveness may be seriously impaired to the detriment of the entire organization.
Such settlements are invariably made on the basis of incomplete information — without data that the conflict itself obscures — and therefore are poor substitutes for mutually reasoned solutions.
[10] Scholars in business and management have also noted the importance of the institutional context on the development and repair of inter-organizational conflicts.
Brett Hart (2009) identifies two additional causes of conflict: different personal values and unpredictable policies.
For example, in a common form of classroom organization, students are expected to learn from instructors by listening to them, following their directions for study, taking exams, and maintaining appropriate standards of conduct.
Instructors are expected to bring students high-quality learning materials, give lectures, write and conduct tests, and set a scholarly example.
Other types of role conflict occur when an individual receives inconsistent demands from another person; for example, they are asked to serve on several time-consuming committees at the same time that they are urged to get out more production in their work unit.
Another kind of role strain takes place when the individual finds that they are expected to meet the opposing demands of two or more separate members of the organization.
[13] Passive aggressive behavior is a common response from workers and managers which is particularly noxious to team unity and productivity.
In a survey, 96% of human resource professionals and 80% of executives said workplace romances are dangerous because they can lead to conflict within the organization.
[15] Public displays of affection can make co-workers uncomfortable and accusations of favoritism may occur, especially if it is a supervisor-subordinate relationship.
[16] Unresolved conflict in the workplace has been linked to miscommunication resulting from confusion or refusal to cooperate, quality problems, missed deadlines or delays, increased stress among employees, reduced creative collaboration and team problem solving, disruption to work flow, knowledge sabotage,[17][18] decreased customer satisfaction, distrust, split camps, and gossip.
It also relates to strains such as anxiety, depression, physical symptoms, and low levels of job satisfaction.
This is because disagreement forces the members to think harder in an attempt to cope with what may be valid objections to general group opinion.
[8] Inter-group conflict is destructive when it alienates groups that should be working together, when it results in win-lose competition, and when it leads to compromises that represent less-than-optimum outcomes.
Constantino helps organizations design their own, ad hoc conflict management systems,[24] Tosi, Rizzo, and Caroll suggested that improving organizational practices could help resolve conflicts, including establishing superordinate goals, reducing vagueness, minimizing authority- and domain-related disputes, improving policies, procedures and rules, re-apportioning existing resources or adding new, altering communications, movement of personnel, and changing reward systems.
[25] Most large organizations have a human resources department, whose tasks include providing confidential advice to internal "customers" in relation to problems at work.
Another option is the introduction of the Ombudsman figure at the organizational level, charged with surveying common causes of conflict and suggesting structural improvements to address them.
A trained conflict resolver can begin with an economical intervention, such as getting group members to clarify and reaffirm shared goals.
The manager reflects in their decision-making activities the values of the organization as they have developed through time, from the original founder-owner to the present top-management personnel.