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Of Organizational Conflict: Diagnosis

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Of Organizational Conflict: Diagnosis DOCINIENT REMISE ED 120- 906 'EA 008.031 AUTHOR ,A_,- Derr, C. Brooklyn . _ __TITLE- Major Cause! of Organizational Conflict: Diagnosis . for ActiohwAforking Paper, , . INSTITUTION- Naval Postgraduate School, Ndnterey, Calif._ REPORT_ JO- NPS-SSDr-P75062 pus DATE Jun 75 . NOTE- 84p.. 3 EDRS PRICE NP-S0.83 MC=44.67 Plus Postage . - DESCRIPTORS Bibliographies; Conflict; *conflict Resolution; Environgent; Individual Characteristios; - Interpersonal Relationship; *Management; *Organiiation; -Organizational. Development;- . ______ *Organizational Theories; *Organizations (Groups); Role Conflict; Self 'Esteem, IDENTIPIERS Chntingency Theory 1BSTR1CT Six major causes .of organizational conflict (individual stress, role conflict, power struggles, differentiation, interdependence, and external pressures) are ,delineated; implications for managing these conflicts using collaboration, bargaining, and power plays are pointed out; a conflict management paradig pointing out which mode of conflict management wor:.s best for which cause is presented; and literature on organiiational conflict management is referenced. (luthor /IRT) ^ - *********************************************************************i* 1. Documents acquired by EAIC,inclade .any iniormal unpublished * materials not available from other sources. ERIC cakes every effort * * to 'obtain the best copy available. Nevertheless' items of -marginal * * reproducibility ate often encountered:and. this affects the quality * * of the microfiche and hardcopy reproductions ERIC makes available t * via the EPIC, Document Reproduction Service. (EDRS). EDRS is not '* * responsible for the quality of the original documant. Reproductions * * supplied by EDRS. are the best that can be cad. from the original, * *********************************************************************** 0' U $. OgraRTSENT Of pa M.TH. EDUCATIONtvgcsikea . 'worm art.INSTITUTE of taucATKAI 7.0S 00Cumeta7 HAS Attu Agra° -N13-39V 15062 OutE0 exAm. As A etervED F *OM brescow.OAOftGArriZATION0010101 AT.PG IT OurTSOF IE*00420100.4 STATED 00 HOT reCESSAtew.same seta OF FrOAL irA DONAL IloST.r TV SC Of EOutArrOA PosT1O.100poucv ....+' . I 0 NAVAL POSTGRADUATE ISCROOt "onterey3alifornia: .. 4 ir r . f .; c V. MAJOR CAUSES OF .CIRGANIZICIONAL CONFLICT: . DIAliN04.3 FOR ACTION C. Eiroold.yn Derr -* .1. e June* 1975 0 0 Approved for pul=release; distribution unlipited 4 2 . NAVAL PC64113RAIXIATE_SCHCOL Iteiterey, CAlifornia .% . Bear Adidral lidvin Linder .. JaC)c yc,. Hoisting- Superintaident . Provost 02. .41 . '10 Ibis is a conceptual iKaidng.paper. "Reproductiat of all oar part ortlxts-repcat # authorized. O. This _report was prepared-by: C. atocederrom Associate Professor .of-Margyzement . C. d lb . d Released, by: Dean_ a Reeearch n f . a .. a et- r. 4 ,, 1 UNCLASSIFIED .SECURITY CLASSWICATUNI Olr THIS PAGE Mei Data Eafklemg READ INSTRUCTIONS REPORTv DOCUMENTATION PAGE BEFORE COMPLETING FORS! I. REPORT HUMMER 2. GOVT ACCESSION. MO.3. RECIPIENT'S CATALOG. HUMBER 4. TITLE (***344//do) 0 G. TYPE oenubost A PERIOD"COVeRSO 1 ' L MAJOR CAUSES OF ORGANIZATIONAL COMM: working paper DIN:MOUS FOli AC1TOM r11. PERFORMIMOO RtPORTtoriszn 0. -.... =1, ru mon(e) - - I.coorns.cropGRANT NUMISCION . Q. Brooklyn Derr . O.enrommiaORGANIZATION MAME ANO ADDRESS 10. PROGRAM-EI.ENE NT PROJEC T. TASK AREA It MORK UNIT HUNGERS . , MvalPostgraduateSchool . Monterey, California 93940. 4 . H. CONTINOLyNG OFFICE MAMA AND ADDRESS 12. -REPORT OAT' 1 Arne, 1975 13.MUMMEROI PAGES 79_ . 14. .MONITORING AGENCY NAME 4 ADDRESS(/' latforied kyles CemitellIng 0111..) IS. SECURE CUASS. (el We now) - Unclassified . 'IS*. raltAINICATION7DOINGNAO/NG. *o ., OISTRNOuTION STATEMENT PO Nay Raport) . Approved far public release; distribution unlimited 17. DISTRIBUTION ST ATEMOIllor the &bolted antrat1111044.'H Itiffosset kers *.peel) 1 IS. SUPPLEMENTARY NOTES IL ,KEY WORDS (0.10*. al 1f 01.1.11 alp 11 seemoy awl Odsoelly y Acir assolney Conflictmanagementorganization deyelornent ingalai stress differentiation organizational conflict organizational -theory role conflicts external pressures Conflict *ablution contingenCy theory power struggles interdependence. 7f.AOSTRACT lemika. a t Ans* aS11 owermay oaf kfronalr,ey Week *grind Six major causes of organizational conflict are delineated; implications for managing these conflicts using collaboration, bargaining and power plays are pointed out; a conflict management -paradigm pointing out whichmode of conflictmanagement works best for which cause is. presented; literature on ,organizational conflictramnagapent is reference Wm. -. P DO I ,427,19 1473 -BOOM* Op I NOV IS ISOSSOUCTS 0102.014.41401.1 ITINGLAsnrim ,SiCuRifIr CLAINne *nonOf MS PASCOE*, Dee tafere) ./ T. MAJOR CAUSES OF ORGANIZATIONALCONFLICT:" DIAGNOSIS FOR ACTION .30 6 (.0 C. Brooklyn Derr Graduate School of Education UCLA O 0 NAVAL. POSTGRADUATE SCHOOL MONTEREY. CALIFORNIA93940 4." C. BROOKLYN DEAR ". AOMINISTRATIVE SCIENCES , ASSOCIATE PROFESSOR 4011446.267Wi594 4. IV, O 5 0 s ,0 4 MAJOR CAUSES.4F.ORGANIZATIONAL CONFLICT DIAGNOSIS FOR ACTION . - 6 ' The success or failure of any organization is* dependent upon the use of its indigenous, collective . energies. Wheprocedures are clear, the "esprit de corps" is high, and the energy resources of the organi- zation 4é primary and dynamically directed towards ajievement of the organization's task goals, then the enterprise is said to be productive. The. number 1..4 $ and depth of 'the unmanaged internal-akuleXiernai conflicts draining its energy resources can generally determines an organization's place on the scale between success and falaure. The primary goal of an Organization's management team, II, therefore( is to divert resource energy from,conflict , dissipation .to task-goal implementation. In -Order to do this, ways and means must be found and applied io ,, 0 . turn conflict energy intoproductitrity, or at least, 4 . to eliminate the conflict energy draih; linottior words,_ 2. to use conflict-directed organizatiOn energy . positively. This is not a simple maneuver. Organizational . conflict,occurs at the same organizational level of individuals and groups, generally responsible for gag- nosing the problems and effecting the cure. ."Doctor13. Ore thyself :.." but in order to do so. it is important that "to thine own self be true .;" in terms of the organization's good, even ifit means sacrificing your . own ambitions, .needs and-satisfactions. In an ideOlogically-oriented organization created .=to handle a war, social unrest or psychic disorder, for exampIel,the sacrifice -of "self" for the_Fgood of the organization" carries its own,rewards. In a career- , oriented organizationl'however, "self" must be preserved at all costs, or 'thete.will be no carof and no rewards. ' This is the primary and motivating distinctioneetween career`- oriented otganizational conflict and,confli.qt. 7. generated. within an ideologically-oriented orgahization. e-rs-treed-fore-nvIrte gener21 theory about conriict and 'conflict management and while ,valid concepts and models at any level of analysis should hold true for other 'levels as well, there are, nevertheless, someunique features of career- oriented organizational conflict which, when highlighted,:maybe.useful,to students of complex 'organizations.- 7 .ice % i 3. oD Xpe emphasis in this article is not on the uniqueness . between the iwo.types- of organizations and their conflitts, bAut rather on the major areas of dispute that occur, /IP especially within career-oriented.organizations. 4 . 4 The term "cOnfiicil-(Or "disputel is used in a variety of ways including tension, opposition, competition-1 1. fighting, incompatible interests; violence and problem: solving. Kenneth W. Thomas and other writers on the subject have. pointed out that the term "conflict" hks no clear 1 referrent. In this paper, the concept is operationally defined to mean: energy expended in the enterprise in reaction to a felt tension. The causes of that tension,: their intensity-effect and the posiibil&ties of. coping-with , conflict are treated below. 1 -o o., FIELDS' OF INTEREST AND- SCHOOLS OF. THOUGHT The management of organizational conflict, as a - special subfieid ofconflict . resolutiOn, has come to be much studied and discuiied, generally, and experimentally implemented in some insti tutions onlywithin the past five years, However, "several- . schools of thought on. the subject did begin to evolve : - . seriously- around 1960; the genesis going back to 1950_ (as cited in Table I) when major journal articles on. the - , subject first appeared. The table I articles are listed by the professions (fields) they serve. It is interesting .. 8' 4r 4., to'note that more has beenwritten to business and academic audiences than ItopraCtitioners in either - .- . education or pulgic.admibistrationt A'/n fact, the . ; . Harvard _Business RevIew as.run many .. more article's for practitioners thanthe other comparable journals, and the AdministrativeScience Quarterly Was prihted I.* far more articleson this subject for academicians. CP 4 4 V .4 4 .. 4 , e) ' . et / . TABLE I S. Journal Articleson:Organizatiohal Conflict ..1 r PUBLIC . BUSINESS ACADEMIC EDUCATION ADMINIS- .4 TRATION PAR* JABS* JCR* HBR*. .CMR* TCR* AN* EAU!' ASQ* 1951-731965-731958 -73,1965-731952-7319517'731965-73 1950-731956-731965-731957-73 e Directly-Related Articles* 19 9 0 '3 2 15 . 7: O s C. - 4 . Tangentially- 1. Related " 16 2 7 1 7 12 7 Articles* I/.. 6 4 I SEE APPENDICES. I 4N11 4 5 s 5 e 4 0 6. X "Directly- related" articlesare
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