Intergroup conflict involves disputes between different social, cultural, or organizational groups. It can occur in various settings, including the workplace, and is driven by factors like perceived injustices, distrust, and vulnerability. The text explores theoretical models explaining these conflicts, such as the conflict-spiral and structural-change models, and discusses strategies for effective resolution, including negotiation and mediation.
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Intergroup conflict arises when members of different groups with distinct social, cultural, or organizational affiliations engage in disputes or competition
Intergroup conflict is different from intragroup conflict, which occurs within a single group
The concept of intergroup conflict goes beyond Thomas Hobbes' theory of human inclination towards conflict in his book 'Leviathan'
Intergroup conflict can significantly impact societies by disrupting cooperation and productivity
Intergroup conflict can be influenced by the composition, objectives, and values of the groups involved
Certain groups may be more prone to conflict due to their structure or goals
Workplace intergroup conflict can occur between different departments or teams, such as a disagreement between warehouse managers and maintenance staff over equipment maintenance responsibilities
Intergroup conflict in the workplace can undermine harmony and efficiency as parties may focus on defending their stance rather than working towards a common goal
Effective leadership is crucial in navigating intergroup conflict in the workplace, as leaders play a critical role in conflict resolution and maintaining group cohesion
The conflict-spiral model suggests that conflicts tend to escalate as each action provokes a further reaction, often shifting the focus away from the initial cause
The structural-change model examines how conflict can alter group behavior and relationships, potentially exacerbating the dispute
The aggressor-defender model depicts a scenario where one group views itself as being unjustly attacked and responds defensively, with both sides believing their actions are justified
00
Thomas Hobbes discussed human tendencies towards conflict in his work '______', published in ______.
Leviathan
1651
01
Effects of intergroup conflict on workplace
Undermines harmony and efficiency; parties focus on defending stance over collaboration.
02
Role of leadership in conflict
Critical for resolution; leaders maintain group cohesion and guide towards common goals.
