Everyone experiences conflict in their life. However, conflict theory says there are several varieties of conflicts within a given setting, with interpersonal being only one type. Different groups have conflicts with one another, leaders have struggles with their team and teams even have conflict with other teams. Let’s therefore look a little more closely at each of these conflict types:
Interpersonal Conflicts
Even in the church many individuals are simply “not on the same page” or do not get on with one another and this may be a matter of style or approach. When required to work together to achieve goals or to share a common journey on a consistent basis, friction may arise. In these situations, leaders will usually have to take on the roles of both mediators and counsellors to help diffuse the situation and find resolution.
Role Conflict
Some conflicts between individuals have little or nothing to do with personalities, but are caused by circumstances related to their roles and/or tasks they are expected to perform. Much of this arises from overlapping responsibilities or positional issues. An example of this might be a nurse telling a doctor not to operate a piece of equipment at this point as it is may break down. Not only do these two people have different people they report to but different objectives. They therefore easily run into conflict as a result of their different roles and goals – even though, on another day in a different set of circumstances, they could find themselves having no such conflicts and be able to collaborate very productively.
Inter-group Conflict
Although it is similar to role conflict, inter-group conflict typically occurs because the goals of a team are not completely clear or there is duplication or overlap of functions causing problems. The tension is neither party’s fault but it is nonetheless very real and may cause real problems which can go on for months if not dealt with. If the inter-group conflict persists beyond a few weeks or months it may even become part of the “climate” and be potentially very destructive to everyone involved.
Approaches to Conflict Resolution
There is a fairly limited set of choices when it comes to resolving conflict when it occurs: These are avoidance, smoothing, confrontation and compromise. The avoidance and smoothing choices rest largely on the fact that time slowly erodes the difficulties being experienced. Confrontation and compromise, on the other hand, involve specifically directing one of the conflict parties, making a decision to resolve the conflict in favour of one party or the other or forcing mediation with hopes of a solution emerging.
Before any strategy is chosen the other area that needs careful consideration when seeking to resolve conflict is to determine when the symptoms are more overt or covert. Overt symptoms of conflict are more obvious of course and may include complaints, arguments, reaction to choices, etc. Covert symptoms may include general discomfort, tension, rumours, sabotage, or non-cooperation. These more covert symptoms should not be ignored as they indicate that conflict exists and that action needs to be taken to identify and address the sources of the conflict.
Symptoms of conflict are different from the sources or reasons for conflict.
Sources of conflict can be categorized in a number of ways including:
- ideological: different values, theology or cultural beliefs
- social: different personalities and styles, for example conflict between a loud and outgoing person and a quiet, more introverted person
- structural: different levels of power and status, for example conflict about the lack of power and status afforded to minority groups
- resources: different access to available resources. This includes people and money.
- objectives: different needs as expressed, for example conflict between two staff members about the timing of a holiday.
Of course some conflict situations may be attributable to a number of sources rather than just one. We need to identify the sources of conflict, so that we can understand the true nature of the conflict and how it can best be resolved. For example, if access to resources is the primary source of conflict, we could expand the available resources or divide them in a different way.
© Colin Noyes is the Director of ResourceZone, a ministry that publishes a wide range of quality resources. Colin is responsible for the research and development side of this ministry. He is a recognized authority in areas like discipleship, coaching, leadership development, team building, church health and growth and multiplication movements. He can be reached at colin@resourcezone.com.au
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