Conflict and Causes of Conflict
Introduction
The major changes that take place in the social, political, technological and economic settings at the international stage as well as local settings have brought about an unclear and complicated setting for organizations. Propelled to a great extent by fast growth in technology, globalization has been a cause and a result of constant change that is rising fast.
The growing uncertainty in the work setting by companies offers a good ground for the start of conflict in the commercial setting for companies. In this regard, a strong argument for conflict can be put forth for a rise in probability of conflict in the business sector in regards to organizational change, affirmative action, competition for resources and normal changes in management (Cloke, and Goldsmith, 2011). Most of the companies have little information on conflict, their causes and how to control it. Hence, conflict can be managed if they are known.
The causes of conflict and the prevailing setting can be connected and considered as sources of conflict. Intense analysis shows that poverty, social instability, lack of security, competition and class consideration are the causes of conflict with most of them being at the core of society. Most authors have used conflict and its causes from a macro economics and political aspect and given little focus to conflict as experienced on company and business level disregarding the size.
The causes of conflict at organizational level noted a number of probable causes of conflict. These causes comprised of contrasting aspects in knowledge, notions or primary values; competition for power or a vacancy; desire to release tension; desire for freedom and varied opinions that arise from organizational structure among others.
The causes of conflict at the organizational level comprised access to resource, affirmation action practices, and extent of workload, management changes and contrasting cultural and racial aspect. Another model that focusses on the causes of conflict is given by Petit (2011) who contrasted between structural elements; those that grow within the company and come about as a result of how work is managed, next personal issues that arise due to individual variances in the staff. Even though the capacity of conflict being quite prevalent, the vital role played by communication as a cause of conflict appears to be disregarded (Petit, 2011). With some level exceptions, communication is in less instances considered as a cause of conflict. The model employed by several authors are more so aligned to mean that the varied causes of conflict can be grouped into three sections; communication processes, structure and individual elements. But, disregarding the rate at which causes of conflict are identified, their empirical backing for rationality is inadequate. This means that all of these forms of categorization model may be effective or at the same time ineffective.
Conclusion
In conclusion it is worth noting that conflict are unproductive steps that hinder growth and development in the business sector. For instance a team of staff may not be working effectively as they are required due to several factors like excess workload or breakdown in communication. Additionally, the conflict may arise due to change in the company structure, or promotions. This are areas that the paper has focused on that lead to conflict at the business sector.
For issues that arise due to conflict to managed, the organization in question ought to focus on previous relationship between the leadership and staff and their coworkers for a history of any conflict and issues that may sway them. This can be solved by formulation of policies that safeguard against and solve conflict.
References
Cloke, K. and Goldsmith, J. (2011). Resolving Conflicts at Work: Eight Strategies for Everyone on the Job. New York: John Wiley & Sons.
Petit, P. (2011). Shaping the Culture of Peace in a Multilateral World. New Jersey: Transaction Publishers.
