With the present work entitled «Some Considerations on Conflict as a Variable of Organizational Behavior» I have tried to treat conflict from an analytical, descriptive and practical perspective as a common process that has become part of organizational life. Its fundamental objective is to dedicate a space to the generalities that characterize it and broaden its spectrum at the level of our representations, not only from a social stereotype, but as a new path leading to development. Here some basic forms of conflict are exposed and an assessment is made regarding certain elements that are closely linked to conflicts, in addition to influencing their determination and appearance. The conclusions affirm that through the effective administration of the conflict,its negative effects are reduced to a minimum and the positive ones are maximized, which gives a balanced view of the conflict. All its levels are permeated by individual perceptions and by the attitudes and values of people, which determines the beneficial or destructive end.
Introduction
In recent years, attention has been paid to the group category as a fundamental factor that guarantees functionality in organizations. Man as a social being naturally maintains the need to belong to teams of people that respond to the satisfaction of his needs, and this precisely feeds him back in his superior condition of phylogenetic development.
Organizations, formed by groups and in turn by people in their dialectical and systemic relationship, constitute the basic foundation of any entity in the business field. This is why they are being studied from different scientific angles, particularly from sociology and psychology, both of which are responsible for delving into the socio-psychological phenomena that affect man in his relationship with the environment and its possible transformation.
The individual needs the exchange derived from joint work and it is precisely the quality of this interrelation that designates the type of result that is achieved within the framework of organizational behavior.
Let's look at how organizations are prone to trigger a common phenomenon that positively or negatively affects employee behavior and organizational performance. We will refer this time to Conflicts.
Development
If we look up the meaning of the word conflict in dictionaries, meanings like this will appear: «Shock, combat. Fight, antagonism. Trouble". However, if we delve into these terms, we could see that combat and struggle are only the result of some event that occurred before getting there. Rather, they result in actions or mechanisms derived from some type of previously existing differences.
Although conflict can sometimes lead to specific actions like these, we cannot affirm that its essence is reduced to it. The word antagonism could perhaps help discover why individuals conflict.
Let us analyze that the conflict "is a process that begins when one of the parties perceives that the other has negatively affected or is about to negatively affect their interests" From which it could be deduced that those individuals or groups of individuals who somehow perceive the position of the other with respect to their own aspirations, interests and goals as threatening. But beware! The conflict not only appears from the outside, but it is a phenomenon that is also inserted in everyone's mind. We must be aware that it truly exists, that is to say that man's knowledge intervenes in relation to that conflict. As long as there is someone who is not aware of the conflict, it will never exist. In other words, it is a matter of perception.
Of course, the perceived conflicts may not be real, which means that it is possible that A perceives B as an obstacle and yet there are no grounds for assuming it. On the other hand, many situations that would be considered conflictive are not, because the members of the group do not perceive it this way, which indicates that A and B may enter into opposition and not be aware of it.
The very fact that organizations contain men who interact with each other constitutes a condition that may or may not trigger a conflict. This allows us to affirm that the conflict can be innate to the organizations, although it does not mean that all the facts lead to it, nor that its consequences are the same in each case.
It is precisely here where we refer to the functionality or dysfunctionality of the phenomenon:
Functionality is given because some conflicts support the group's goals and improve their performance. They are considered constructive as promoting the interests of the group, not on an individual scale. Functionality is evaluated in correspondence with group performance.
On the other hand, dysfunctionality derives from the hindering of group goals. Refers to poor performance as a result of group opposition.
When we get here we will ask ourselves where is the limit? How to get to know if a conflict is of one type or another? It is a complex task to portray a psychological, sociological and philosophical category like this, at the exact moment of its mutation, in the passage from one level to another precisely in its group manifestation and in organizational performance.
No level of conflict can be taken as acceptable under all conditions. It is probable that a certain group, inserted in a certain circumstance, presents the conflict as healthy and positive. However, in the same group, when circumstances vary, the result may be unfavorable. This can also happen when we talk about different groups.
It would then be necessary to assess the effect of conflicts on group performance to know the true results. In any case, it will be seen as a GROUP, since individual perceptions do not necessarily have an influence, due to personal patterns that are revealed.
Conflicts are said to be intrapersonal, interpersonal, intragroup, intergroup, even between organizations. It is a phenomenon that can have different forms of expression according to each case and that it is essential to know them for proper administration.
To establish a diagnostic process, one must recognize the different forms that conflict takes:
Goal conflict: Refers to preferred or expected inconsistent results. Goal conflict includes inconsistencies between the person's or group's values and norms (for example, norms of conduct) and the demands or goals assigned by the highest levels of the organization. A more common type of goal conflict occurs when a person or group is assigned or selected incompatible goals. Goal incompatibility refers to the degree to which the goals of a person or groups are at odds with the ability to achieve them.
Cognitive conflict: Refers to incompatible ideas and opinions in the internal forum of a person or between people.
The affective conflict: Refers to feelings and emotions in the internal forum of a person or between people.
Procedural Conflict: Refers to the fact that people differ regarding the process to resolve an issue. Many times company union negotiations include conflicts of this type.
How many of these forms of conflict do we encounter daily in any organization? Taking into account the subjectivity of this phenomenon, it is very likely that conflicts will accompany us at all times.
If we value intrapersonal conflicts we will see that needs are in the base of individual behavior in an order of motivational hierarchy. Then dominant and subordinate motives will appear that will allow the person to face decision-making in the face of conflicts.
The same individual may perceive as unattainable certain ends or purposes that he longs to obtain fervently, which moves internal forces. On the other hand, you can perceive different ideas on the same subject, perceive different or ambivalent feelings and otherwise have different points of view about a procedure to be carried out within your entity.
If we talk about interpersonal conflicts, we will be in the presence of 2 or more points of view on the same topic, as well as thoughts, feelings and goals.
On the other hand, when we refer to intragroup conflicts, a group of people will appear face to face and will defend independent indicators according to the cousin of the group itself.
Intergroup conflicts warn several people from different groups that they differ in their feelings, ideas, goals, and views on how to do something.
In organizations, conflicts are closely related to certain factors that we should not ignore, such as social factors (according to the prevailing regime). The nature of organizational problems differ from one organization to another, depending on its own regularities and the stage of development in which its members are. The nature of conflicts in a capitalist society are not comparable with those that arise in a socialist society. In turn, the socio-psychological organizational characteristics are dissimilar even in different countries under the same social regime.
Conflicts also go through the prism of the individuality factor, the value system of people, their differences and idiosyncrasy. People differ in terms of the importance they attach to values such as freedom, pleasure, work, self-respect, honesty, obedience, and equality.
The customs, the ways of doing something, time distribution, decoration are part of the culture of an entity and can generate conflicts with another that has cultural differences with respect to it.
Ethnic factors related to racial differences and their relationship to conflict are also discussed.
The conflict is also related in some way to communication. At the base of most of them we find this problem. It is very important then that we learn to communicate and listen to others, to be flexible and open to the needs of others. In this sense, the forces come from semantic difficulties, misunderstandings and "noise" in the communication channels.
All these elements are barriers and possible antecedent conditions of conflicts. Semantic difficulties often stem from differences in training, selective perception, and inadequate information about others. The possibility of conflict grows when there is too little or too much communication. The chosen channel also has an influence that stimulates opposition.
Another factor to consider is the structure. Size and specialization act as forces that stimulate conflict. The larger the group and the more specialized its activities, the greater the possibility of difficulties. Occupation and conflicts are inversely related. Conflicts tend to increase when group members are young and turnover is high.
In relation to leadership, it can be affirmed that participation and conflicts are closely related, because the former promotes differences. The reward system when one member's earnings are at the expense of another also creates conflict.
Conflicts can also have various effects on the organization. They can range from the approval of the members from favorable results, to the triggering of violence and stress on the part of those included in the matter. That is why an adequate administration of them is of vital importance for the goals of the organization.
It is said that those work groups that are dedicated to scientific and creative work, it is interesting to insert moderate conflicts to stimulate work. Conversely, workers on production lines are prone to developing unfavorable and dysfunctional conflicts. In this matter the last word has not been said. Only from an adequate study of this category can we better understand its concrete meaning.
Conclusions
1. The conflict objectively involves the affective and cognitive world of man, and also gains ground in his projections and individual and work expectations.
2. People's attitudes, values and styles are the determinants for the positive or negative outcome of the conflict.
3. Conflicts do not necessarily harm the functioning of an organization or prevent its members from being effective.
4. All levels of conflict (Intrapersonal, Interpersonal, Intragroup and Intergroup) are affected in some way by the system of individual perceptions.
5. In the determination of conflicts, economic, political, social, ethnic, individual, cultural, communicative, structural and organizational factors act.
6. Proper handling of conflict situations (conflict management) leads to favoring the organizational climate and the results of the work based on the assertive and cooperative styles used.
