Destructive conflict can arise from a vast array of sources — innocent misunderstandings, campaigns to advance one's own career or destroy another's, spontaneous attacks, or acts of revenge. Destructive conflict can be inadvertently awkward or it can be intensely and permanently damaging. Rarely does it advance the work of the organization. At best, it enables temporary progress; at worst, it can permanently move a team so far from its objective that success is attainable only by redefining the objective.
Where destructive conflicts are common, their root causes likely lie in the organizational culture or the organization's leaders' approaches to shaping that culture. Here is Part I of a sampling of possible organizational roots of destructive conflict.
- Prevalence of virtual teams
- According to psychologist John Suler, a contributing cause of destructive conflict in the virtual environment is the online disinhibition effect. Briefly, virtual environments inherently weaken inhibitions that limit socially offensive behavior. (See "Toxic Conflict in Virtual Teams: Dissociative Anonymity," Point Lookout for April 3, 2013) It's also possible that frequent exposure to the virtual environment has lingering effects on our behavior in the face-to-face environment.
- Because the virtual environment is here to stay, we'll eventually learn how to use it responsibly. But even now, the outlines of a solution are clear: we can operate safely in virtual environments when we use them in conjunction with regular face-to-face contact. Compared to people who interact solely by virtual means, people who know each other well might be less likely to commit the social errors enabled by the online disinhibition effect. And when they do commit such errors, their relationships can provide the resources needed to make repairs quickly.
- Recent losses
- The phenomenon of Because the virtual environment
is here to stay, we'll eventually
learn how to use it responsiblyloss aversion,https://c4i.co/zu is our tendency to prefer avoiding losses to acquiring gains of similar value. Having recently sustained losses can sometimes enhance this effect. For example, losses in organizational responsibility or power, as might occur in reorganization, can cause us to resist further losses more strongly than might be objectively justifiable, which can lead to intensified conflict.
- Loss aversion relates to all kinds of losses. For example, after a reorg, people who were close friends might no longer be able to socialize because of changes in office assignments or scheduling. In response to this loss of social contact, they might feel isolated, and their behavior with respect to managing conflicts can change.
- When people feel helpless to address troubling organizational issues, they can experience stress and feelings of frustration. In a phenomenon known as ego depletion, the reserves of energy they need to accommodate each other's failings can be exhausted. (See "Ego Depletion: An Introduction," Point Lookout for November 20, 2013) On edge, a group of people in such a state can be unstable enough to support frequent destructive conflicts.
- Evidence of steady progress in addressing as-yet-unresolved organizational challenges can help people manage their frustrations about those challenges.
For more on Suler's work, visit his Web site.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Conflict Management:
- Nasty Questions: I
- Some of the questions we ask each other aren't intended to elicit information from the respondent. Rather,
they're poorly disguised attacks intended to harm the respondent politically, and advance the questioner's
political agenda. Here's part one a catalog of some favorite tactics.
- Virtual Termination with Real Respect
- When we have to terminate someone who works at a remote site, sometimes there's a temptation to avoid
travel — to use email, phone, fax, or something else. They're all bad ideas. Terminating people
in person is not only a gesture of respect. It's good business.
- The Good, the Bad, and the Complicated
- In fiction and movies, the world is often simple. There's a protagonist, a goal, and a series of obstacles.
The protagonists and goals are good, and the obstacles are bad. Real life is more complicated.
- Indicators of Lock-In: II
- When a group of decision makers "locks in" on a choice, they can persist in that course even
when others have concluded that the choice is folly. Here's Part II of a set of indicators of lock-in.
- Meta-Debate at Work
- Workplace discussions sometimes take the form of informal debate, in which parties who initially have
different perspectives try to arrive at a shared perspective. Meta-debate is one way things can go wrong.
Forthcoming issues of Point Lookout
- Coming May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
- And on May 9: Unethical Coordination
- When an internal department or an external source is charged with managing information about a large project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior. What is the nature of that conflict, and what ethical breaches can occur? Available here and by RSS on May 9.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.