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There are a number of antecedents of intragroup conflict. While not an exhaustive list, researchers have identified a number of antecedents of intragroup conflict, including low task or goal uncertainty, [5] increased group size, [6] increased diversity (i.e., gender, age, race), [7] [8] lack of information sharing, [9] and high task interdependence.
Conflict tends to have negative consequences for both the individual and the organization. There are numerous negative effects of group-group conflict. For example, individuals in the group tend to have an increased lack of interest in work, higher job dissatisfaction, and more work anxiety. [citation needed]
The following are examples of conflict that could be either intragroup or intergroup conflict. Conflict of interest is involvement in multiple interests which could possibly corrupt the motivation or decision-making. [16] Cultural conflict is a type of conflict that occurs when different cultural values and beliefs clash. [17]
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict in the workplace. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting. Properly managed conflict can improve group outcomes.
The three major intragroup process constructs examined are intra-group conflict, team cohesion, and team-efficacy. Intra-group conflict is an integral part of the process a team undergoes and the effectiveness of the unit that was formed. Previous research has differentiated two components of intra-group conflict:
Intergroup relations research in the final decades of the 20th century refined earlier theories and applied insights from the field in real-world settings. For example, Lee Ross applied his research on correspondence biases and attributional errors in his work on the conflict resolution process in Northern Ireland during The Troubles. [18]
Researcher Thomas K. Capozzoli (1995) classified conflicts by whether the outcome was constructive or destructive. Conflicts are constructive when people change and grow personally from the conflict; the conflict results in a solution to a problem; the involvement of everyone affected by the conflict is increased; the team becomes more cohesive.
Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations .