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: Behavior Phase 3: Outcome
Opposition Personalization
Perceived Increased
Conflict Performance
Antecedent Conditions:
Communication,
Overt Conflict
Structure, Personal
Variables
Declined
Felt Conflict Conflict Handling
Performance
Behaviors:
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.