Traditional view - According to studies, conflict was a dysfunctional outcome resulting from poor communication, a lack of openness and trust between people, and the failure of managers to be responsive to the needs and aspirations of their employees.
Human relations view - Conflict should be accepted as it is inevitable.
Interactionist view – it encourages conflict on the grounds that a harmonious, peaceful, tranquil, and cooperative group is likely to become static, apathetic, and nonresponsive to needs for change and innovation. The major contribution of the interactionist approach, therefore, is encouraging group leaders to maintain an ongoing minimal level of ...view middle of the document...
Apparently, an increase in communication is functional up to a point, whereupon it is possible to over communicate, with a resultant increase in the potential for conflict. Too much information, as well as too little, can lay the foundation for conflict. Furthermore, the channel chosen for communicating can have an influence on stimulating opposition. The filtering process that occurs as information is passed between members and the divergence of communications from formal or previously established channels offer potential opportunities for conflict to arise.
Term structure is used, to include variables such as size, degree of specialization in the tasks assigned to group members, jurisdictional clarity, member–goal compatibility, leadership styles, reward systems, and the degree of dependence among groups. Research indicates that size and specialization act as forces to stimulate conflict. The larger the group and the more specialized its activities, the greater the likelihood of conflict. Tenure and conflict appear inversely related, meaning the potential for conflict tends to be greatest when group members are younger and when turnover is high.
Too much reliance on participation may also stimulate conflict. Research tends to confirm that participation and conflict are highly correlated, apparently because participation encourages the promotion of differences. Reward systems, too, are found to create conflict when one member’s gain is...