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Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected.
Researcher Thomas K. Capozzoli (1995) classified conflicts by whether the outcome was constructive or destructive. Conflicts are constructive when people change and grow personally from the conflict; the conflict results in a solution to a problem; the involvement of everyone affected by the conflict is increased; the team becomes more cohesive.
Organizational dissent is the "expression of disagreement or contradictory opinions about organizational practices and policies". [1] Since dissent involves disagreement it can lead to conflict, which if not resolved, can lead to violence and struggle.
One of the most difficult matters for people to deal with is managing conflict both personally and professionally. Unfortunately, when owning and operating a business, conflict is par for the course.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict in the workplace. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting. Properly managed conflict can improve group outcomes.
This leads to better decision making for the groups that use task conflict. [13] The second is affective acceptance of group decisions. Task conflict can lead to increased satisfaction with the group decision and a desire to stay in the group. [14] Affective conflict is an emotional conflict developed from interpersonal incompatibilities and ...
[1] [better source needed] It serves as a tool to assess operational capacity and balance diverse views of interested parties. [citation needed] Also known as office politics and organizational politics, it involves the use of power and social networking within a workplace to achieve changes that benefit individuals within it.
Another model of organizational justice proposed by Byrne [20] and colleagues [21] suggested that organizational justice is a multi-foci construct, one where employees see justice as coming from a source - either the organization or their supervisor. Thus, rather than focus on justice as the three or four factor component model, Byrne suggested ...