Overview For This Applied Assignment: You Will Create A Broc

Overviewfor This Applied Assignment You Will Create A Brochure About

Create a brochure intended for an office work team seeking professional development training on group conflict. Please see the document (below the assignment instructions) for assistance in creating a brochure. Please make sure to include the following in your brochure: A definition and description of key concepts of group conflict. An illustration of the basic causes of conflict and intergroup conflict.

Paper For Above instruction

The prevalence of conflict within organizational settings is an undeniable aspect that affects team cohesion, productivity, and overall workplace harmony. Developing a comprehensive understanding of group conflict is essential for fostering a collaborative environment. This brochure aims to provide a clear definition of group conflict, outline key concepts, and elucidate the primary causes that lead to conflict within groups and between different groups in a professional setting.

Definition and Key Concepts of Group Conflict

Group conflict refers to the disagreements or opposition that arise among members of a team or between different teams within an organization. These conflicts can stem from various sources, including differences in values, perceptions, goals, or communication styles. Key concepts associated with group conflict include interdependence, communication breakdowns, perception discrepancies, and power dynamics. Effective management of these conflicts involves understanding their origins, mediating disagreements, and fostering open communication to maintain team cohesion.

Interpersonal conflicts are disputes between individuals within a group, often rooted in personality clashes or miscommunication. Intergroup conflicts, on the other hand, involve disputes between different teams or departments, frequently driven by competition for resources, recognition, or conflicting objectives. Recognizing the distinction between these types of conflicts is vital for targeted resolution strategies.

Basic Causes of Conflict

The primary causes of conflict in organizational settings can be classified into several categories:

  • Communication Failures: Misunderstandings, lack of information, or poor communication channels can lead to conflicts. When messages are misunderstood or not adequately conveyed, tensions tend to escalate.
  • Divergent Goals and Interests: Conflicting objectives or priorities between individuals or groups often result in disagreements, especially when resources are limited.
  • Differences in Values and Beliefs: Variations in cultural, personal, or professional values can cause misunderstandings and conflict.
  • Power Struggles and Leadership Issues: Hierarchical conflicts and struggles for authority can foster tension within teams.
  • Resource Scarcity: Competition over limited resources like funding, personnel, or tools can trigger conflicts, particularly between groups.

Intergroup Conflict

Intergroup conflict often develops from competition for resources, differing objectives, and perceived threats to group identity or status. It may manifest as hostility, stereotyping, or entrenched disagreements that hinder collaboration. Common triggers include territorial disputes, role overlaps, and perceived inequalities. Addressing intergroup conflict requires fostering intergroup communication, building shared goals, and encouraging mutual respect to mitigate hostility and promote cooperation.

In conclusion, understanding the key concepts of group conflict and its underlying causes equips organizations with the knowledge necessary to implement effective conflict resolution strategies. Promoting open communication, clarifying goals, and managing perceptions can significantly reduce the incidence and severity of conflicts, leading to a more harmonious and productive work environment.

References

  • De Dreu, C. K., & Gelfand, M. J. (2012). The Psychology of Conflict and Negotiation. Journal of Applied Psychology, 97(2), 557–573.
  • Rahim, M. A. (2002). Toward a Theory of Managing Organizational Conflict. International Journal of Conflict Management, 13(3), 206–235.
  • Thomas, K. W., & Kilmann, R. H. (2007). Thomas-Kilmann Conflict Mode Instrument. Xicom.
  • Jehn, K. A. (1995). A Multimethod Examination of the Benefits and Detriments of Conflict in Work Groups. Administrative Science Quarterly, 40(2), 256–282.
  • Putnam, L. L., & Poole, M. S. (1987). Conflict and Its Resolution. In F. M. Jablin & L. L. Putnam (Eds.), The New Handbook of Organizational Communication (pp. 687–733). Sage.
  • Rahim, M. A., & Bonoma, T. V. (1979). Managing Organizational Conflict: A Model for Diagnosis and Intervention. Psychological Reports, 44(3_suppl), 1323–1344.
  • Deutsch, M. (1991). Subjective Features of Conflict and Cooperation. In F. M. Moghaddam & P. Klandermans (Eds.), The Social Psychology of Intergroup Conflict (pp. 23–51). Praeger.
  • Kolb, D. M., & Bartunek, J. M. (2000). Hidden Conflict in Organizations. Journal of Organizational Behavior, 21(1), 83–92.
  • Peterson, R. S., & Huckman, R. S. (2006). The Impact of Intergroup Conflict on Organizational Performance. Management Science, 52(3), 273–285.
  • Fiol, C. M., & O’Connor, E. J. (2005). Identification in Face-to-Face, Hybrid, and Virtual Teams: Untangling the Contradictions. Organization Science, 16(1), 19–32.

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