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Unit 8: Communication and Conflict

organizations are moving towards a flatter structure and a team-based approach, the problem Notes
of hierarchy-based conflict may get reduced.
8.11.6 Jurisdictional Ambiguity

Jurisdictional ambiguity results when there are unclear lines of responsibility within an
organization. In such organizations, when problems arise, there may be no one to take
responsibility and the “blaming others” game continues. Workers tend to pass the buck or
avoid dealing with the problem. It happens because either they are not clear as to who has
to solve the problem or they are not concerned about it. Conflict emerges over assigning
responsibility for the problem.

8.11.7 Incompatible Personalities
People differ from each other to a large extent in terms of their personality characteristics,
it can become a major cause of conflicts in organizations. For example, abrasiveness is one
such trait that people finds it difficult to manage in organizations.
Abrasiveness often leads to high achievement orientation and hard work. However, people
high on abrasiveness are quite unaware of the feelings of others. Since they are themselves
perfectionists, they are highly critical of others’ efforts and create stress and discomfort for
others in the organization.
8.11.8 Differences in Perception
Personality differences play a major role in creating differences in the perception of people.
Perceptions of individuals differ in terms of their expectations and beliefs. If the expectation
of an individual does not match with his attainment, it leads to a distortion in his perception,
thereby generating conflict.
8.11.9 Differences in Values

Each individual has his own set of values and ethics which are dependent on his background
and experiences. The differences in values lead to heightened disagreements and conflicts in
organization as most people rely on their own standards and convictions. For example, some
people emphasize honesty and integrity and consider them to be the hallmarks for the
success of any organization. Still others may consider these to be irrelevant in practice and
may rely more on pragmatic values that may be based on the need of the hour. These may
lead to a greater degree of conflict between two sets of employees.
8.11.10 Communication Distortions

Communication is identified as one of the major sources of interpersonal conflicts in
organizations. Problems in communication could be due to miscommunication (wrong
interpretation of the message sent) or communication failure (inability to communicate
because of physical, emotional, or structural reasons). Difficulty in understanding the language
or faults in the channel can distort the information to a great extent, thereby leading to
argument and conflict. Sometimes, conflicts arise because the mindset of the receiver may
be a barrier. If the receiver has preconceived notions and ideas, he generally does not listen
to the sender with an open mind, leading to conflict between the two.
8.11.11 Cultural Barriers

Culture is the glue which binds the members of a group or organization together. Culture
differentiates people from each other and has a boundary-defining role too. People from two
cultures working together may not be able to comprehend each other’s perspectives, therefore,
leading to disagreement and conflict. Certain behaviours acceptable in one culture may be
viewed as taboo in another culture. If an organization comprises people of different cultures
working together, such differences may lead to inconsistent behaviours and clashes among
people.

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