Conflict is associated with any organization, which is constantly changing and improving their competitive market state. Rahim (2011) explains that during decision making on the various changes to be made, the conflict would quickly arise. Additionally, organizational conflict can either be from within, internal or external, which arises from the external environment of the business (Dreu & Gelfand, 2013). Therefore, there is need of an efficient way of conflict management, especially for those that arise among the human resource of any organization. In his book, Managing Conflict in Organizations, Afzalur Rahim explains the causes of conflict and the effective measures for managing conflict. Thus, this paper reviews Rahim’s book an identifies core strengths and weaknesses.
Overview
Rahim wrote his book in prose form and comprehensively informs the reader of the best strategies to manage conflict in an organization. The objective of the book was to develop an outline of conflict management at various levels of an institution (Rahim, 2011). The focus of the book is to discuss different ways of solving conflicts in an organization, which may be present at various stages. According to Rahim, “Management of conflict involves diagnosis and intervention of the conflict” (Rahim, 2011, p.66). As such, before the process of conflict resolution, the challenge has to be identified, its causes analyzed, and an effective solution will be reached.
Afzalur began his book by describing the nature of conflict and tries to define the dispute. Though conflict has variable definitions depending on authors, he explains that conflict is a breakdown in the standard mechanism for decision making resulting in difficulty in choosing alternatives among individuals. He states that “conflict involves opposing interests among groups or individuals” (Rahim, 2011, p.16). The author describes the conflict as having different thresholds in that, some people get involved in disputes faster than others experiencing a similar situation. Afzalur further mentions that conflict can be confused with completion. Therefore, he provides criteria for differentiating conflict from competition.
In his writing, he proceeded to the classification of conflict, which he explains to be dependent on antecedent conditions that result in the conflict which include goals and values. Rahim states and described various classes of conflicts which were; goal conflict, intergroup conflicts, intragroup, interpersonal, realistic and nonrealistic conflict, conflict of interest, goal conflict, process conflict, affective conflict, substantive conflict, and fundamental conflict (2011).
In the core chapters of the book, Afzalur explained the ways of conflict management. He stated with managing interpersonal conflict which he stipulates to be having the model of two ways and three ways as styles of conflict resolution. Conflict management designs as described by the writer depend on the type of conflict. Various levels in an organization, he described the various conflict management styles and strategies applicable to each situation (Rahim, 2011).
Analysis
Rahim (2011) defines conflict as an interactive process manifested in disagreements, incompatibility, within or between two parties, which may be individuals, groups, or organizations. He mentioned that the impacts of conflict in an organization were a breakdown in the standard mechanism for decision making. He further expounded on this by stating that organizational conflict can best be related to the dynamic changes occurring within the organization. He, therefore, recognized various aspects which must be present for a situation to consider as a conflict within the group. These aspects are; an element of opposing interests between groups or individuals, belief by each side that the other is misguiding, a past relationship must also be present between these two groups (Rahim, 2011). He considered conflict as having the difference in threshold and tolerance among individuals which is evidenced by some people easily getting into a battle while others do not even though they are experiencing the same situation.
Substantive conflict is caused by the difference in opinion on policies, tasks, procedures and other issues related to business (Rahim, 2011). It is characterized by disagreements among groups or members performing a given task. Affective conflict occurs in a situation where two or more groups disagree in the process of solving a problem as a result of incompatible emotional differences. The author describes transforming and masquerading conflicts as other forms of affective conflict. Process conflict arises due to the differences in how some tasks are to be performed, submitted and responsibility to complete them among members. Goal conflict is experienced when the outcomes of a social entity which is preferred by given individuals in incompatible. Conflict of interest occurs when political entities are in involved in activities which should not undertake. Structural conflict is as a result of differences within specific groups within the organization (Rahim, 2011). Interpersonal conflicts are experienced in groups where two or more members of the same or different job ranks express differences.
Afzalur described how interpersonal conflict could be handled. He suggested two models which are capable in handling such disputes. According to the author, competitive conflicts are regarded as ‘negative-sum games’ or ‘zero-sum games.’ In this case, the author described that conflict resolution is reached by matching positive outcomes of one party with adverse results of the other during their interaction. Model of three Styles operates by solution orientation.
Afzalur presents a detailed conflict management styles in an organization. He started with matching styles with situations in which he proposed that solve a conflict efficiently; it should be paired with style (Rahim, 2011). He emphasizes that this method of conflict resolution is appropriate in situations where one party feels he is right and the other one is wrong.
He described dominating style which is applicable when issues of the conflict are significantly important to the organization. It is applied by managers to come to a solution requires decision making. Avoiding style of conflict management is used when the confrontation of one party overweighs getting into the process of conflict resolution (Rahim, 2011). Compromising style is used when both sides involved in the conflict are both powerful, and a consensus has not been reached.
The author explained conflict management strategies which included minimizing conflict by all levels of the organization and learning conflict management strategies by the members of the group. The team members would require training of conflict management styles during their job practice to manage conflicts before adverse effects occur (Rahim, 2011). The author stated that “managing conflict to enhance learning and effectiveness would require integrating and problem handling strategy and not bargaining strategy.” (Rahim, 2011, p.56).
Therefore, from the discussions made in this paper, Rahim’s Managing Conflicts in Organizations, is an insightful text that creates a simple yet detailed approach on conflict. Rahim describes conflict as a disagreement among individuals, groups, or societies. He also explains various types of conflicts including interpersonal, substantive, and affective conflicts and groups them into different styles depending on the situation presenting in the conflict. The styles would then provide a clear direction of conflict resolution. As such, he proposes compromising, avoiding, and dominating styles as core conflict management styles.
Reference
Dreu, C. K. W., & Gelfand, M. J. (2013). The psychology of conflict and conflict management in organizations. Hove: Psychology Press.
Rahim, M. A. (2011). Managing conflict in organizations. New Brunswick: Transaction.
