A Synopsis
On
Group Conflict and Organizational Conflict
Submitted to:
Dr. Nadia Newaz Rimi
Professor
Department of Management
Faculty of Business Studies
University of Dhaka
Submitted by:
Group 11
Department of Management
Faculty of Business Studies
University of Dhaka
Submission Date: 5 May 2026
Group Members
ID Name Remarks
324 Abdullah Al Mamun
344 Tofayel Ahmmad
357 Md Tarek Hassan
378 Md Zihadul Islam
393 Md Kamrul Hasan
Contents
Group/Team Conflict .............................................................................................................. 4
Conflict and Group Processes ................................................................................................. 4
Behavioral Signs of Conflict in Groups .................................................................................. 5
Work Force Diversity and Conflict in Groups ........................................................................ 5
Conflict and Group Decision-Making .................................................................................... 6
Conflict and Role of Communication in a Group ................................................................... 6
Organizational Conflict ........................................................................................................... 6
Organizational Conflict Process ............................................................................................. 6
Conclusion .............................................................................................................................. 7
References ............................................................................................................................... 8
Group/Team Conflict
Group conflict refers to disagreements that occur either within a group (intra-group) or between
different groups (inter-group). Intra-group conflict arises when members disagree over goals,
roles, or activities. It is often caused by ego clashes, unequal participation, lack of openness, hidden
agendas, or misuse of authority. This type of conflict can further be divided into task conflict and
relationship conflict. Task conflict involves differences in opinions regarding work-related matters
such as procedures, resource allocation, or the interpretation of information, and it can sometimes
improve performance. In contrast, relationship conflict is emotional and personal, involving
dislike, mistrust, or hostility, which negatively affects teamwork. For example, a project team
debating how to allocate funds is experiencing task conflict, which may lead to better decisions.
However, if members begin to dislike each other personally and refuse to cooperate, it becomes a
relationship conflict, reducing team effectiveness.
Inter-group conflict occurs within an organization due to differences in goals, competition
for resources, or structural differences. Such conflict often strengthens internal unity within each
group but increases hostility toward other groups. For instance, the marketing department may
demand higher budgets for promotion, while the finance department tries to reduce costs, leading
to conflict.
Conflict and Group Processes
Conflict is an inherent part of group life and development, meaning it naturally occurs as groups
evolve. This subsection explains conflict through two approaches: the Group Development
Approach and the Concomitant Approach. Group Development Approach explains that groups
develop through stages, forming, storming, norming, performing, and adjourning. Conflict is most
intense during the storming stage, where members struggle over roles, authority, and interpersonal
relationships. At this stage, individuals try to assert themselves, resist group control, and express
their opinions, which creates tension and disagreement. For example, in a newly formed team,
members may initially be polite, but soon disagreements arise over leadership or responsibilities.
If managed well, the group becomes more cohesive and productive in later stages, as illustrated in
Figure 1.
The concomitant Approach suggests that conflict is unavoidable because it is embedded in
the nature of group life. It highlights several paradoxes, such as the tension between individuality
and group identity, or between trust and openness. These paradoxes create continuous tension
among members, making conflict a normal and ongoing process. For instance, a team member
may want to maintain personal independence while also being part of the group, creating internal
conflict that affects group dynamics.
Figure 1
Group Development Process
Forming Storming
Norming
Adjourning Performing
Behavioral Signs of Conflict in Groups
Group conflict can be identified through observable behaviors. Members may stop
communicating, ignore each other, or openly disagree. Negative actions such as blaming,
criticizing, and withholding cooperation are common indicators. In inter-group conflict, behaviors
become more collective, including the formation of sub-groups, exclusion of others, and an “us
versus them” mentality. For example, if employees avoid meetings with certain colleagues or
deliberately refuse to share information, it clearly indicates conflict. Similarly, when departments
compete and refuse collaboration, inter-group conflict is present.
Work Force Diversity and Conflict in Groups
Workforce diversity refers to differences among employees in terms of culture, age, gender,
education, and experience. While diversity brings innovation and creativity, it also increases the
likelihood of conflict due to differences in perspectives and communication styles. Cultural
misunderstandings and lack of trust are major sources of conflict in diverse teams. For example, a
direct communication style from one culture may be perceived as rude by someone from another
culture, leading to misunderstanding. In multinational organizations, differences in language,
values, and business practices often create barriers in teamwork and decision-making.
Conflict and Group Decision-Making
Conflict plays an important role in group decision-making. Cognitive conflict, which is related to
ideas and issues, improves decision quality by encouraging discussion, critical analysis, and
creativity. On the other hand, affective conflict, which is emotional and personal, reduces
cooperation and harms decision-making. For example, when team members debate different
solutions, they may arrive at a more innovative decision (cognitive conflict). However, if the
discussion turns personal and emotional, it leads to poor decisions and reduced group performance.
Conflict and Role of Communication in a Group
Communication is essential for effective group functioning. Poor communication, such as unclear
messages, inappropriate channels, or a lack of feedback, often leads to conflict. Information must
flow clearly and accurately within the group to avoid misunderstandings. For instance, if a
manager gives incomplete instructions via email instead of explaining them clearly in a meeting,
employees may misinterpret the message, leading to mistakes and conflict. Effective
communication requires clarity, proper channels, and continuous feedback.
Organizational Conflict
Organizational conflict arises when different stakeholders, such as employees, departments, or
external groups, have incompatible goals or compete for limited resources. It can occur at different
levels, between individuals, groups, or departments, and may be horizontal or vertical. Although
conflict is often seen as negative, it can be beneficial if managed properly. It encourages
innovation, improves decision-making, and promotes organizational learning. However, excessive
conflict can reduce efficiency and damage relationships. For example, conflict between research
and production teams may lead to better product design if handled constructively, but if
unmanaged, it can delay production and create inefficiency.
Organizational Conflict Process
The Organizational Conflict Process has five stages. Latent conflict exists when conditions for
conflict are present but not yet visible. Perceived conflict occurs when parties become aware of
the issue. Felt conflict involves emotional reactions such as anger or frustration. Manifest conflict
occurs when conflict becomes visible through actions such as arguments or resistance. Finally,
conflict aftermath refers to the long-term impact of the conflict on relationships. For example, two
departments competing for budget may initially have hidden tension (latent conflict). Once they
recognize the issue, it becomes a perceived conflict. Emotional involvement increases (felt
conflict), leading to open arguments (manifest conflict). The final outcome determines whether
future relationships improve or worsen.
Figure 2
Pondy’s model of organizational conflict process
Phase 1: Potential Phase 2: Cognition Phase 3:
Phase 3: Behavior
Opposition & Personalization Outcome
Perceived Increased
Conflict Performance
Antecedent
Conditions:
Overt
Communication,
Conflict
Structure, Personal
Variables
Conflict Handling Declined
Felt Conflict
Behaviors: Performance
Competition,
Collaboration,
Compare
Source:
Conclusion
In both group and organizational contexts, conflict is unavoidable because it arises from
differences in goals, perceptions, values, and communication styles. While it can disrupt harmony,
it also plays a constructive role in improving decision-making, encouraging innovation, and
promoting growth when managed effectively. The key is to maintain a balance by encouraging
healthy, task-related conflict while minimizing emotional and destructive conflict.
References
Pondy, L. R. (1967). Organizational conflict: Concepts and models. Administrative science
quarterly, 296-320.