CONFLICT IN WORKPLACE FOR ORGANIZATIONAL DEVELOPMENT

by ABULU EMMANUELA OSEREMEKHIAN

Date:16/10/2025

Table of Content

• Introduction
• Various definations of conflict
• Five Stages on Conflict
• Organizational conflict/ Workplace conflict
• Common Workplace conflicts
• Types and theories of workplace conflict
• Effects of workplace conflict
• Managing workplace conflict
• The manager & HR’s role
• Preventing workplace conflict
• Creating a conflict positive workplace
• Conclusion

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Introduction

Conflict is an inevitable part of human interaction. It is a natural and unavoidable part of workplace life.

Workplaces /organizations consist of people with diverse backgrounds, values, communication styles, goals perceptions, or interests so therefore due to differences in values, goals, etc conflict will surely occur that is why understanding conflict is key to building a productive, harmonious work environment. (Thomas, 1992; Rahim, 2002)

However, conflict isn’t always destructive; when handled well, it encourages innovation, problem-solving, and stronger relationships.

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Various Definitations of Conflict

Development Organizations

• Development organizations are entities, typically international or non-governmental, that work to promote economic growth, social progress, and environmental sustainability in developing countries (Diversification,2025). Their activities include poverty reduction, health, education, gender equality, governance, and sustainable development (UNDP, 2023)

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Organizational/Workplace Conflict

• Nature of Conflict in the Workplace
1. Conflict can arise at any organizational level between individuals, teams, or departments.
2. It can be both functional (constructive) and dysfunctional (destructive):
• Functional Conflict: Encourages open discussion, creative thinking, and improved decisions.
• Dysfunctional Conflict: Leads to hostility, decreased morale, and reduced effectiveness. (Jehn, 1995; De Dreu & Weingart, 2003)
• Example:

A team that debates new marketing ideas may experience tension, but this creative friction leads to innovation , This is a functional conflict

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Definition: “Organizational conflict is a dynamic process underlying organizational behavior, where one party perceives its interests are being opposed or negatively affected by another party.”(Pondy, L.R. ,1967)

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Common Workplace Conflicts

Common Workplace Conflicts

Leadership Style

Organizational Change

Authoritarian or inconsistent leaders can trigger resistance or resentment.

Restructuring, new technology, or changing goals can create fear and opposition.

(Dana, 2001; Robbins & Judge, 2019)

Conflict Drivers in Development Organizations

• Diverse team backgrounds.
• Fast-paced, high-pressure projects.
• Donor-driven deadlines and expectations.
• Competition for limited resources.
• Ambiguous roles and unclear reporting.
• Ethical disagreements on priorities.
• Power dynamics among partners.
• Burnout and emotional fatigue.

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Types of Workplace Conflict

(Jehn, 1995; Rahim, 2002)

Theories of Workplace Conflict

Traditional

Theory

• Views conflict as harmful and should be avoided or eliminated.

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• Linked to classical management (Follett, Taylor).

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• Goal: maintain order, control, and efficiency.

• Conflict is natural and inevitable in human interaction.
• Encourages understanding and communication instead of suppression.

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Mary Parker Follett (1930s–1940s)

Human Relations Theory

Elton Mayo (1930s).

Interactionist Theory

• Conflict can be positive and beneficial if well-managed.
• Encourages functional conflict to promote innovation.

Stephen P. Robbins. ,Lewis Coser (1956)

Theories of Workplace Conflict

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Systems

Theory

• Conflict arises from organizational structure and power imbalances.

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• Focuses on inequality between departments or management levels.

Structural

Theory

Psychodynamic

Theory

Karl Marx, Ralf Dahrendorf(1959)

• Conflict results from interactions between organizational subsystems.

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• Solved through coordination and communication.

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Katz & Kahn (1966).

• Focuses on emotions, personalities, and unconscious motives.

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• Managing conflict requires emotional intelligence and self-awareness.

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Sigmund Freud ,Isabel Briggs Myers

Effects of workplace conflict

Positive Effects

• Encourages dialogue and better

understanding

• Promotes creativity and diverse thinking
• Builds stronger teams through honest

discussions

(Tjosvold, 2008; De Dreu & Weingart, 2003)

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Negative Effects:

• Reduced morale, anxiety, and burnout
• Breakdown in communication
• Lower productivity and teamwork
• Absenteeism or resignations
• Donor dissatisfaction.
• - Reduced community trust.

(Tjosvold, 2008; De Dreu & Weingart, 2003)

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Rahim’s Model of Conflict Management (2002)

 Rahim emphasizes two key concerns:

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• Concern for self (assertiveness)

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• Concern for others (cooperation)

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This framework identifies five major styles based on assertiveness and cooperativeness:

The Thomas–Kilmann Conflict Management Styles (1974)

Conflict Resolution Strategies

Practical Steps for Resolving Conflict

1. Recognize the signs of conflict early.
2. Define the issue clearly.
3. Allow each party to express their perspective.
4. Focus on the problem, not the person.
5. Develop mutually agreeable solutions.
6. Follow up to ensure resolution is effective

Conflict Resolution Strategies�

1. Communication and Active Listening:
1. Allow both sides to express views openly.
2. Listen empathetically to understand, not to react.

2. Negotiation:

• Seek solutions that meet the needs of both parties.

3. Mediation:

• Involve a neutral third party (often HR) to facilitate discussion.

4. Problem-Solving Approach:

• Identify root causes, not just surface symptoms..

5. Setting Clear Policies:

• HR policies on grievance handling, respect, and communication help prevent escalation.

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(Deutsch, 2000; Rahim, 2011)

Example:

Conflict

• Sarah (Project Coordinator) pushed for strict weekly data submissions to meet client deadlines. Michael (Data Analyst) said the timeline was unrealistic due to heavy workload and risk of inaccurate data. Tension grew when Sarah accused Michael of being “unreliable,” and Michael responded by avoiding project meetings, causing workflow disruptions.

Impact

• Project milestones delayed

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• Growing frustration among teammates

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• Communication breakdown during meetings

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• Client complained about missing updates

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Example Contd.

Resolution

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• Manager held a structured mediation session

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• Both shared concerns without interruption

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• Identified core issues: unrealistic deadlines and workload imbalance

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• Agreed on revised data submission every 10 days and better task prioritization

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• Manager committed to reviewing team workload distribution

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Result

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• Improved data quality and timely submissions

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• Restored communication and collaboration

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• Reduced team stress

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• Client satisfied with new workflow consistency

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Conflict Management Style

• Collaborating (Win–Win) – Focused on open discussion, addressing root causes, and creating a mutually beneficial solution.

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The Manager’s Role

1. Managers are central in preventing and managing conflict:
2. Early Intervention: Address issues before they escalate.
3. Model Behavior: Show respect, fairness, and calmness.
4. Empower Employees: Encourage problem-solving and open discussion.
5. Training: Provide conflict management workshops.(Optional)
6. Policy Enforcement: Ensure rules and boundaries are clear.

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(Rahim, 2002; Robbins & Judge, 2019)

HR's Role: Conflict Prevention and Resolution

• Establish clear policies.
• Promote fair recruitment practices.
• Train staff on communication and inclusion.
• Provide feedback and recognition regularly.
• Build a supportive organizational culture.

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• Clarify roles and expectations.
• Mediation and facilitation.
• Confidential grievance channels.
• Fair investigation processes.
• Disciplinary procedures when required.

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Preventing Workplace Conflict

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1. Maintain open communication channels.
2. Clarify roles and expectations.
3. Foster inclusive team culture that values diversity.
4. Build emotional intelligence and self-awareness among employees.
5. Policy-Based Resolution

(Goleman, 1998; Edmondson, 2018)

Creating a Conflict-Positive Workplace

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• Encourage diverse viewpoints.
• Reward collaborative behavior.
• Implement clear communication channels.
• Provide ongoing training and support.
• Ensure psychological safety people feel safe expressing views
• without backlash.

(Tjosvold, 2008; Edmondson, 2018)

Conclusion

Conflict is inevitable in every workplace, but when managed effectively, it can drive teamwork, creativity, and organizational growth. Through open communication, empathy, and fairness, conflicts can be transformed into opportunities for learning and improvement. A successful workplace is not one without conflict, but one that addresses it with understanding and respect.

By fostering a culture of collaboration and trust, both leaders and employees can ensure that conflicts strengthen rather than divide the team. Ultimately, managing conflict positively leads to harmony, motivation, and long-term organizational success.

THANK YOU!!!

“So let’s turn Conflict into an Opportunity for Understanding and Growth.”

References

• Thomas, K.W. (1992). Conflict and Negotiation Processes.
• Rahim, M.A. (2002, 2011). Managing Conflict in Organizations.
• Jehn, K. (1995). A Multimethod Examination of Conflict.
• De Dreu, C. & Weingart, L. (2003). Task vs Relationship Conflict.
• Pondy, L.R. (1967). Organizational Conflict.
• Robbins, S. & Judge, T. (2019). Organizational Behavior.
• Dana, D. (2001). Conflict Resolution.
• Tjosvold, D. (2008). Positive Conflict.
• Deutsch, M. (2000). Cooperation and Competition.
• Edmondson, A. (2018). Psychological Safety.
• Goleman, D. (1998). Emotional Intelligence.
• UNDP (2023). Development Reports.
• Diversification (2025). Development Organizations Overview.
• Coser, L. (1956). Functions of Social Conflict.
• Katz & Kahn (1966). Systems Theory.
• Dahrendorf, R. (1959). Class and Conflict.