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Running head: CONFLICT IN THE WORKPLACE
Conflict in the Workplace
Holly O’Brien
The Robert B. Miller College
PSYC-310
Dean Newsome
November 10, 2012
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CONFLICT IN THE WORKPLACE
Abstract
This paper will discuss the meaning and the sources of conflict. Another aspect is
leadership styles: autocratic, democratic, and laissez-faire. The paper will discuss a study which
Kurt Lewin researched on which leadership style benefited a group of children and what the
researchers observed. Conflict can be destructive and constructive. Destructive conflict is fueled
by anger and resentment and will inevitably lead to hostility and violence, as Americans have
witnessed in the media. Constructive conflict can lead to creativity and open up one’s values to
the group and team members. Conflict resolution should be face-to-face and employers should
deter from e-mailing and instant messaging. Third-party mediation is another theory for
resolving conflict in the workplace. Solving the conflict and giving important tips for resolution
is the last topic discussed.
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Conflict in the Workplace
Conflict can erupt in the workplace at any given moment. Tempers flare like a roaring
fire and an invisible wall is put up between both employer and employee. Communication stops
and respect diminishes. Turmoil and tension between co-workers emerges and can contaminate
the once peaceful office. The office will no longer be pleasant. There will be no sunshine, no
bird’s singing, and no one whistling while they work. Work will be a dungeon. It will be a
gloomy place which will shackle a soul and gladly keep one there while the fires brew. Workers
will feel the inevitable doom as parking spaces are filled and contempt fills the hearts of the
discouraged, the ignored, and the disgruntled. Beware employers! As a manager, you are wedged
between senior supervisors and loyal employees, as rules and assignments are delegated. The
line is very broad and must be tread carefully. Ultimately, employers want to avoid the difficult
employee, the office tormentor, and the procrastinators. Before any of these nightmares unfolds,
employers should be knowledgeable on communication skills and leadership skills which will
make the workplace successful. Conflict in the workplace is a concern and the effects are
numerous. Leadership style is valuable to keep turnover rates down and absenteeism low. Keep a
dictatorship style out of the workplace. Also, knowing key concepts on how to solve conflict will
be beneicial to one’s employees. Conflict in the workplace can be avoidable and peace is always
attainable. This paper will discuss the impact of conflict in the workplace.
Conflict can occur in any workplace: a high-powered financial company, a busy hospital,
a fast-running line at a manufacturing plant, or a retail establishment. For example, Meijers, a
local retail business is a festering boil for conflict. It is a large grocery store and has numerous
stores across the east. This will be the group which will be discussed in this paper. With various
personalities, there is bound to be disputes between employees and supervisors and between co-
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workers. With the everyday pressure, from working with the public, added tension from
employers will start a downward spiral for the employee. Lack of communication is a detonator
for an explosion. Workers will have a negative attitude towards management which will leak into
serving the public. Meijers has roles which are clearly defined: store directors, lines leaders,
team leaders, and the little people, the employees. With this chain of command, employees
answer to team leaders and lines leaders and team leader’s answer to the almighty store director.
Sometimes, the use of power is misrepresented and a team leader acquires a God-complex. This
has resulted into conflict, high-turnover rates, and several sick calls, at Meijers. Conflict arises at
Meijers on a daily basis: team leaders and co-workers struggle to find an equal balance and coworkers strive to co-exist in harmony. Several situations cause internal and external riots: he
said/she said, positive criticism taken out of context, and misunderstandings which ruffle one’s
feathers. To understand conflict, one must know what it is.
Conflict is a strong opposition or disagreement between two or more individuals. It also
involves the opposing sides to view their way as the only way to achieve the goal. This usually
occurs when ideas and differences of opinions are discussed. Unfortunately, conflict is a normal
part of any workplace relationship. When employers approach employees, the reasons will vary
from discipline to poor performance. In a retail setting, even at Meijers, supervisors know good
customer service is an absolute. Frustration with management is a distraction. There are
numerous reasons why conflict occurs: lack of communication, different values and interests,
and personality clashes. Lack of communication fuels conflict. Dancing around the disagreement
and avoiding the problem will only heighten the stressful situation. Every workplace is made up
of different minds who value different things. These values tend to be taken into consideration
when coming up with solutions. One’s view on the world and politics sometimes can be a deal
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breaker in one’s mind when brainstorming. Personality clashes will happen if the there is no
problem solving. Supervisors and employers must maintain a calm setting and be open to new
ideas. Conflict holds several meanings: lack of communication and varying interests. Often, the
source of conflict is linked to management.
In management positions, there is bound to be an abundance of conflict. Some main
sources for conflict start at the top with employers. A common source is an unclear definition of
responsibility. Conflict will arise over decisions made or actions taken in disputed territory
(Foster, 2004, p. 1). Employers need to be clear and define what is expected in the task given.
They also need to allow time for questions and clarification. An ineffective compensation and
review system is a breeding ground for conflict. For instance, when criteria aren’t defined
properly, there are more expectations than rules. Promotions and raises are based on tenure and
not on merit (Tobak, 2012, p. 1). Also, lack of accountability is an area of concern for
management. The blame game and the finger-pointing will start when management bonuses
aren’t well constructed. Employees will question the fairness and grow bitter (Tobak, 2012, p. 1).
Discipline should be in a timely manner and should be kept private and confidential. What is
talked about in the boss’s office, stays in the boss’s office. Equality in the workplace is important
to keep all employees on the same level playing field. If an employer favors one employee over
another, this will cause rifts in the workplace and will stir up a hornet’s nest among the office.
The sources of conflict can start and stop with management. At the end of the day, is conflict
good or bad?
There are two ways to look at conflict: good or bad. In the workplace, conflict is
generally unpleasant and not looked at as an opportunity. Instead it’s looked at as time
consuming and counter-productive. The functional conflict can stimulate members to be more
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creative and put ideas on the table. It also provides feedback to managers about what is working
and what’s not working. Rather the trying to eliminate all conflict, employers must try to manage
it. This will enhance work relationships and not destroy employees (Bacal, 2004, p. 2). On the
other hand, Bascal, writer for Bascal & Associates, states, “Management and employees must
work to try to reduce the ugliness, and increase the likelihood to turn into an effective force for
change” (Bascal, 2004). If employers avoid conflict it can run on for years and eventually people
give up on addressing the initial conflict. Employees will show little interest in striving toward
the common goal and choose to work by themselves (Bascal, 2004, p. 2). This will shut down
communication and put a barrier in the workplace. The theory of conflict is constructive and
destructive. The destructive side of conflict can create anger, hostility, and even violence. It will
often end in lawsuits and war. Destructive conflicts are highly costly to the workplace and will
delay and decrease teaching and learning efforts (Johnson & Johnson, 2000-2013, p. 350). Team
members spend more time fuming about the conflict rather than achieving production goals
(Johnson & Johnson, 2000-2013, p. 351). On the other hand, constructive conflict can be fun and
can reduce anger and anxiety. Constructive conflict will open the team members up to the values
of others. It will also clarify what changes need to be made to be successful (Johnson & Johnson,
2000-2013, p. 351). The effects of conflict in the workplace are detrimental to the success of the
company.
The effects of conflict are disastrous and cause the breakdown of relationships between
staff and management. Poor workplace morale will occur when conflict takes the office under
siege. This will also cause a decrease in motivation. Workers will be less productive and this
prevents positive outcomes in production. Stress and depression will become a hurdle and
absenteeism will arise. One likely factor which will happen in conflict is a high turnover rate.
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Meijers has a high turnover rate. There always seems to be complications with sick calls, no-callno-shows, and several employees putting in two week notices, due to conflict with management.
New employees won’t continue employment at a company if there is a constant stream of
conflict or lack of communication with management. Leadership plays a prime role in
management.
In 1989, Kurt Lewin identified different styles of leadership; autocratic, democratic, and
laissez-faire. In this study, groups of children were assigned to one of three groups with these
three leadership styles which were displayed through a leader. They were lead through arts and
crafts projects while researchers observed their behavior in response to the different styles of
leadership (Cherry, 2004, p. 1). Autocratic leaders give precise instructions on what needs to be
done and how it’s supposed to be done. Decisions are made independently. Researchers found
that the children were less creative and that is was more difficult to move from an authoritarian
style to a democratic style (Cherry, 2004, p. 1). Lewin’s study found that participative
leadership, democratic style, is the most effective. Democratic leaders offered guidance. Lewin
concluded that children in this group were less productive, but the projects that they completed
were of a much higher quality (Cherry, 2004, p. 1). Lastly, researches determined that children
were even less productive in the laissez-faire style of leadership. The leaders of this group
offered little or no guidance and left all the decisions to be made by the children. They showed
little cooperation and were not able to work independently. In all three groups, researchers found
that the democratic style showed the most potential for success (Cherry, 2004, p. 1). A manager
should also be concerned that he or she is not a dictator in the workplace.
A dictatorship style of leading will only end up with the employer climbing out of the
gutter he or she will eventually be thrown into. From 2000 to 2006, one in four CEO tenures
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ended in forced dismal (Ayers, 2011, p. 1). This happens when employees and co-workers are
not happy. Some signs that workers are rules under dictatorship are: the employer believes the
company revolves around him or her, they inspire with fear, they believe respect doesn’t matter,
and that they are never wrong (Ayers, 2011, p. 1). Running a company like a dictator creates a
toxic work environment and this is a recipe for disaster. All employees should be treated with
respect and be appreciated. Ayers, writer for Official Magazine of Corporate Health & Wellness
Association, stated, “ Just remember, idle threats and paychecks may be enough to get one task
done, but in the long run they don’t come close to motivating employees the same way trust and
respect do”(Ayers, 2011, p. 1). Employers should instead be a mentor. Offering guidance and
instruction will in turn give the company future leaders. In the end, it is vital to know how to
solve the conflict.
Solving the conflict is the first step toward a peaceful workplace. Employers and
employees must find the root of the conflict and agree to disagree, calmly. E-mail, texting, or
even memos and notes are not an effective way to pursue a solution. It is hard to judge the tone
and facial expressions if both parties cannot meet face-to-face. The meeting should be just about
the conflict. Stick to the main issue. Try not to stray and let heated emotions get the best of you
and bring out the worst in you. Also, having a “meeting of minds” or collaborating to find a
solution which benefits both parties. Finding a middle ground and compromising will also work
well outside of the workplace. Also, another theory is contacting a third party mediator. It can
help solve the conflict and deter from biases. A mediator does not tell the parties what to do,
they do not tell who is right or wrong, and they do not tell the parties what to do in the situation.
They are merely a facilitator. To create a successful mediation, the mediator must be viewed as
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trustworthy (Johnson & Johnson, 2000-2013, p. 407). These are good examples which are both
productive and successful. Employers must instill an open door policy for employees.
An open door policy encourages staff to feel comfortable to approach supervisors and
management about conflict or concerns which they might have with management or co-workers.
It’s important to keep the lines of communication open. This helps avoid conflict and any issues
which will arise later on. This will also help with clarification on what is expected from the
employee and to receive further instructions if there is confusion and questions.
In the end, there will always be conflict in the workplace and the impact is detrimental to
the tranquility. Therefore, it’s important to know the signs and steps to resolve the conflict before
it jeopardizes the sanctity of the workplace. Understanding conflict and steering clear of
dictatorship will prove to show more creativity and production. It’s vital to keep employee
turnover rates low, absenteeism low, and production high. Managers must not use the ostrich
technique and bury their heads in the sand to avoid the problem (Foster, 2004, p.1). To be a
successful employer and employee, it’s critical to have open communication. Keeping the
workplace peaceful is a benefit for all involved.
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References
Ayers, K. (2011). Are you leading like a dictator? Official Magazine of Corporate Health &
Wellness Association.
Retrieved from http: //www.corporatewellnessmagazine.com/article/are-you-leading-likea-dictator.html
Bascal, R. Organizational conflict-the good, the bad, & the ugly.
Retrieved from http://work911.com/conflict.carticles/orgcon.htm
Cherry, K. (2004) Lewin’s leadership styles
Retrieved from http://psychology.about.com/od/leadership/a/leadstyles.htm
Foster, R. (2004). Conflict in the workplace
Retrieved from http://www.workplaceissues.com.arconflict.htm
Johnson & Johnson. (2000-2013). Joining together. Person Education, Inc.
Tobak, S. (2011). Workplace conflict is a management problem
Retrieved from http://www.cbsnews.com/8301-505125_162-57449217/workplaceconflict-is-a management-problem