Introduction
Conflict in the workplace is widely regarded as an inevitable phenomenon due to the diverse nature of individuals, goals, and interests within organisations. This essay explores the causes and effects of workplace conflict, with a specific focus on how a lack of proper intervention has led to detrimental outcomes in two organisations in Zimbabwe, drawing on reports from the Auditor General of Zimbabwe from 2010 to date. Furthermore, it analyses the three primary views of conflict—traditional, human relations, and interactionist—and evaluates how a manager’s understanding of these perspectives can enhance conflict management strategies. Through a critical examination of these elements, the essay aims to provide a balanced perspective on conflict as both a challenge and an opportunity for organisational growth. The discussion is grounded in academic literature and verified sources to ensure relevance and applicability to the field of conflict management.
Causes and Effects of Workplace Conflict
Workplace conflict often arises from a variety of sources, reflecting the complex interplay of individual and organisational factors. One primary cause is the divergence of goals and interests among employees or between employees and management. For instance, resource scarcity, such as limited budgets or staffing, can create competition and friction (Robbins and Judge, 2019). Additionally, poor communication frequently exacerbates misunderstandings, as unclear instructions or lack of feedback can lead to frustration and resentment. Personality clashes also play a significant role, as differing values, attitudes, or working styles can create interpersonal tensions (De Dreu and Gelfand, 2008).
The effects of conflict are multifaceted, with both negative and positive outcomes depending on how it is managed. Unresolved conflict often results in decreased productivity, as employees may disengage or focus on disputes rather than tasks. It can also lead to increased absenteeism, high turnover rates, and a toxic work environment, ultimately harming organisational performance (Rahim, 2011). Conversely, when handled constructively, conflict can stimulate creativity, foster innovation, and encourage the resolution of underlying issues, thereby strengthening team cohesion. However, the negative consequences tend to dominate when intervention is absent or inadequate, as will be illustrated in the following case studies.
Impact of Poor Conflict Intervention in Zimbabwean Organisations
In Zimbabwe, the lack of proper conflict management has had severe repercussions for numerous organisations, as highlighted in reports by the Auditor General of Zimbabwe from 2010 to date. Two notable examples are the Zimbabwe Electricity Supply Authority (ZESA) and Air Zimbabwe, both of which have faced significant challenges exacerbated by unresolved internal conflicts.
Firstly, ZESA, the national power utility, has been plagued by internal conflicts over mismanagement of funds, procurement irregularities, and poor governance, as documented in various Auditor General reports (Auditor General of Zimbabwe, 2016). For instance, the 2016 report revealed disputes between management and employees over salary disparities and allegations of corruption, which led to strikes and operational inefficiencies. Without effective intervention—such as mediation or transparent policy reforms—these conflicts contributed to ZESA’s inability to deliver consistent power supply, alienating customers and worsening financial losses. This case underscores how unaddressed conflict, particularly in resource-constrained environments, can spiral into organisational dysfunction.
Secondly, Air Zimbabwe, the national airline, provides another stark example. Auditor General reports between 2010 and 2018 highlight persistent conflicts between management and staff over unpaid salaries, poor working conditions, and strategic disagreements (Auditor General of Zimbabwe, 2018). The absence of structured conflict resolution mechanisms—such as negotiation or third-party mediation—resulted in frequent pilot strikes, grounded flights, and a damaged reputation. Consequently, the airline accumulated significant debt and lost market share to competitors, illustrating how a lack of intervention can ruin an organisation’s viability.
These practical examples demonstrate that, in the Zimbabwean context, unresolved workplace conflicts often exacerbate pre-existing challenges like financial constraints and governance issues. Proper intervention could have mitigated these outcomes by addressing root causes through dialogue, policy enforcement, and accountability mechanisms.
Three Views of Conflict: Analysis and Implications
The study of conflict in organisational settings is often framed through three distinct perspectives: the traditional view, the human relations view, and the interactionist view. Each offers unique insights into the nature of conflict and its management.
The traditional view, dominant in early management theory, perceives conflict as inherently negative and disruptive. It assumes that conflict indicates organisational dysfunction and should be avoided or suppressed through strict hierarchical control (Rahim, 2011). However, this approach often fails to address underlying issues, leading to simmering tensions, as seen in the ZESA case where suppression of employee grievances resulted in strikes.
In contrast, the human relations view, emerging in the mid-20th century, suggests that conflict is a natural and inevitable part of human interactions. Proponents argue that it should be managed rather than eliminated, often through improved communication and employee involvement (Robbins and Judge, 2019). This perspective could have been beneficial in Air Zimbabwe’s context, where open dialogue might have resolved salary disputes before they escalated.
Finally, the interactionist view posits that conflict can be constructive, driving innovation and change. It encourages managers to maintain a moderate level of conflict to stimulate problem-solving and adaptability (De Dreu and Gelfand, 2008). For instance, managed conflict at ZESA could have prompted reforms in procurement practices, addressing corruption more effectively.
Benefits of Understanding Conflict Views for Managers
A manager’s knowledge of these views equips them with a nuanced framework to address workplace conflict effectively. Understanding the traditional view helps managers recognise when conflict suppression might be necessary in crisis situations to maintain order temporarily. However, over-reliance on this approach risks employee alienation, as seen in the Zimbabwean cases. The human relations view, meanwhile, encourages empathy and dialogue, enabling managers to build trust and resolve interpersonal issues proactively. For example, fostering open communication at Air Zimbabwe could have prevented operational disruptions.
Most importantly, the interactionist view empowers managers to harness conflict’s potential benefits. By creating an environment where constructive disagreement is encouraged, managers can drive innovation and adaptability—crucial in dynamic or resource-scarce settings like Zimbabwe. Therefore, a balanced application of these perspectives allows managers to tailor their conflict management strategies to specific contexts, minimising negative outcomes while maximising opportunities for growth.
Conclusion
In conclusion, workplace conflict is indeed an inevitable phenomenon stemming from diverse causes such as goal divergence, poor communication, and personality differences. Its effects range from reduced productivity to potential innovation, depending on the quality of intervention. The cases of ZESA and Air Zimbabwe, as evidenced by Auditor General reports from 2010 onwards, illustrate the devastating impact of inadequate conflict management, leading to operational failures and financial distress. Furthermore, an analysis of the traditional, human relations, and interactionist views of conflict reveals their distinct approaches, each offering valuable lessons for managers. By understanding and applying these perspectives, managers can navigate conflicts more effectively, turning potential disruptions into opportunities for organisational improvement. This essay underscores the importance of proactive conflict management, particularly in challenging environments, as a critical skill for sustaining workplace harmony and productivity.
References
- De Dreu, C.K.W. and Gelfand, M.J. (2008) The Psychology of Conflict and Conflict Management in Organizations. Lawrence Erlbaum Associates.
- Rahim, M.A. (2011) Managing Conflict in Organizations. 4th ed. Transaction Publishers.
- Robbins, S.P. and Judge, T.A. (2019) Organizational Behavior. 18th ed. Pearson Education.
- Auditor General of Zimbabwe (2016) Annual Report of the Auditor General for the Financial Year Ended December 31, 2016. Government of Zimbabwe.
- Auditor General of Zimbabwe (2018) Annual Report of the Auditor General for the Financial Year Ended December 31, 2018. Government of Zimbabwe.
