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.
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!
For more on Suler's work, visit his Web site.
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More articles on Conflict Management:
- Communication Templates: I
- Some communication patterns are so widely used that nearly everyone in a given cultural group knows
them. These templates demand certain prescribed responses, and societal norms enforce them. In themselves,
they're harmless, but there are risks.
- False Consensus
- Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus
about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace,
but that trouble is often avoidable.
- The Power of Situational Momentum
- For many of us, the typical workday presents a series of opportunities to take action. We often approach
these situations by choosing among the expected choices. But usually there are choices that exploit
situational momentum, and they can be powerful choices indeed.
- Impasses in Group Decision-Making: I
- Groups sometimes find that although they cannot agree on the issue at hand in its entirety, they can
agree on some parts of it. Yet, they remain stuck, unable to reach a narrow agreement before moving
on to the more thorny areas. Why does this happen?
- Contextual Causes of Conflict: II
- Too often we assume that the causes of destructive conflict lie in the behavior or personalities of
the people directly participating in the conflict. Here's Part II of an exploration of causes that lie
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- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.
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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.