Inter-group conflict arises out of the interaction of various groups. There are many factors in the organization which determine the inter-group relationships. The nature of the relationship between groups also changes markedly during inter group conflicts. Four changes in particular occur at this time.
1. There are distortions of perception, both one’s own group and about the other group. First, perception of one’s own group is highly selective: people see only the best aspects of their own group and deny any weakness in their own group’s performance. Second, and more important, perception of the other groups is systematically distorted: groups see only the worst parts of other groups and deny other groups positive accomplishments. Thus, inter group conflict leads to increased use of stereotypes. Each group develops more positive stereotype of itself and a more negative of other.
2. Interaction and communication between groups decreased. Because group members feel hostile toward members of rival groups, there is less desire for interaction with them. Moreover, decreased interaction makes it easier for each group to maintain its negative stereotype of the other.
Even when groups are forced to interact with each other, those interactions become fairly rigid and formal. Whatever information is passed between groups is very carefully observed and sometimes deliberately distorted. Groups tend to ignore the similarities between their positions and exaggerate the differences.
3. There is a shift from problem-solving orientation toward other groups to win lose orientation. These various facts shift in orientation. First, there is a much clearer distinction drawn between the groups, resulting in a “We - they” rather than a “We - versus” – the problem orientation. Second, all exchange with the other groups are evaluated in terms of victory or defeat. Third, the groups tend to see the problem only from their own point of view, rather than in terms of the needs of both groups. Fourth, the parties emphasize the benefits of winning the conflict in the short run and tend to ignore the long-term consequences of the conflict for the relationship between the groups.
4. There is increased hostility toward the rival group. As a result of negative stereotyping, decreased communication between groups, and win lose orientation, increased hostility inevitably occur between rival groups. Members of the other group are seen as the enemy, and deserving of hostile attacks. Major types of inter-group conflict are follows:
- Functional conflict: Conflict that supports the goals of the groups and improve its performance.
- Dysfunctional conflicts: Conflict that hinders group performance.
- Task conflict: Conflict based on interpersonal relationships.
- Process conflict: Conflicts over how work gets done.
Types of Inter-group Conflict
Inter-group conflict arises out of the interaction of various groups. There are many factors in the organization which determine the inter-group relationships. These factors can influence relations between two or more groups. If these factors are not positive, they tend to create conflict among groups. These factors are goal incompatibility, resource sharing, task relations, uncertainty absorption and attitudinal set. These factors are described below to show how these can lead to co-operative or conflicting relations among group.
There are following types of inter-group conflicts:
1. Line and Staff Conflicts
Today, line and staff differences are the most common types of inter-group conflict. In other words, controversy and conflict are inherent in the concept of line and staff. It is not an easy task to divide and distribute expertise, authority and roles in equitable quantities between the line generalist and staff specialists. The concept authorizes the splitting of various functions into two categories: hierarchical and non-hierarchical that is creation of low status and high status persons. The splitting of functions into hierarchical and non-hierarchical levels and the creation of low status and high status positions creates a discrepancy between expected and actual authority leading to resentment and frustration to all the parties involved. This conflict is basically a clash of demand caused by dividing expertise, authority and roles. Dalton's study of line and staff conflict highlighted the following sources of conflict:
- Line managers dislike to take advice from younger staff specialists. The fear being shown up.
- Line managers label staffs as agents on trial. The staff, in turn, views himself as an expert.
- Line managers feel that staff oversteps its authority.
- Line people resent staff's highly academic and untested ideas.
- Staff people feel that line managers are bull headed and do not cloth staff with enough authority and resist new ideas.
2. Horizontal Conflict
Horizontal conflict refers to the conflict between employees or departments at the same hierarchical level in an organization. The source of conflict between department consists of pressure towards sub-optimization. Each department may sub-optimize by independently trying to achieve its own departmental goals. For example, production department may prefer long economical runs whereas sales department may insist on quick delivery. Again, when two departments are functionally inter-dependent, breakdowns in the performance of one department can lead to serious conflicts.
3. Vertical Conflict
Vertical conflict separates people in various levels of the occupational ladders in organization. It refers to any conflict between different levels in an organization. It occurs usually in superior-subordinate relations.
C.G. Smith identified three reasons for vertical conflicts:
- Inadequate communication between levels.
- Conflict arises essentially from differences of interests between position holders occupying different status in the organizational hierarchy.
- A distinct lack of shared perceptions and attitudes among members in various levels.
- Vertical conflicts arise because superiors attempt to control subordinates and subordinates tend to resist, forcing the superior to increase the dosage of impersonal rules to obtain exact obedience and gain control.
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