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- 1. Republic of the Philippines President Ramon Magsaysay State University
- 2. Intergroup Conflict disagreement or confrontation between two or more groups and their members, such as between work departments, entire companies, political parties, or nations. may involve interpersonal discord, psychological tension, or physical violence. occurs between different groups within a larger organization or those who do not have the same overarching goals.
- 3. What causes intergroup conflict? One of the most prominent reasons for intergroup conflict is simply the nature of the group. Other reasons may be work interdependence, goal variances, differences in perceptions, and the increased demand for specialists. Also, individual members of a group often play a role in the initiation of group conflict. Ex. The definition of intergroup is something that deals with two or more collections of different people. An example of something intergroup is a type of meeting involving two different ethnic groups.
- 4. Types of Intergroup Conflict Task conflict Conflict that occurs due to differing aims or an inability to meet the group's standards Relationship conflict involve issues relating to personal views, attitudes, beliefs, and personality traits.
- 5. Characteristics Competitiveness: Similar to a lack of resources, competitiveness for respect or esteem between the groups will often lead to conflict when the project is based on collective work. Superiority Belief: If one group feels that they are superior to another group, it will often result in conflict.
- 6. DYNAMICS OF INTERGROUP CONFLICT Social identity theory posits that individuals tend to classify themselves and others into various social categories. causes individuals to compare their in- groupwith out-group and to perceive the in-group as preferable, even in the absence of intergroup conflict. Perceived in-groupout-group similarity can be threatening,
- 7. Behavioural and Perceptual Changes When intergroup conflict of winlose orientation occurs, the groups become more cohesive. Team conformity and loyalty to the group increase, winlose intergroup conflict creates significant distortions in the judgment and perceptual processes of the conflicting groups. Two types of errors occur that tend to magnify the differences between groups and escalate the conflict, The two groups fail to see the similarities in their solutions and see only the differences between their solutions. The other kind of perceptual error relates to the belief of the in-group members that their solutions are superior to those of the out-group.
- 8. Decision Process Differences among in-group members are no longer tolerated, This suppression of intra-group conflict blocks the process that could lead to effective solutions. The groups establish the means of negotiation, which are usually; bargaining, ultimatums, and nonnegotiable demands Contacts with other group(s) become; formal, rigid, and carefully defined.
- 9. How will you deal with intergroup conflict? Take the lead in an intergroup conflict resolution strategy by: 1. Acknowledging that a conflict has surfaced. Reiterating the purpose and goals of the teams. 2. Allowing both sides to air their grievances so that everyone understands the full nature of the conflict.
- 10. 3. Nonviolent, constructive conflict resolution is often achieved through negotiation, which involves communication and bargaining by the parties themselves, or mediation, in which a third party helps the parties to negotiate a settlement.
- 11. Belief domains that contribute to Intergroup Conflict 1.Superiority: At an individual level, this belief revolves around a person's enduring conviction that he or she is better than other people in important ways. 2. Injustice: At the individual level, this belief revolves around perceived mistreatment by others, and/or the world at large.
- 12. 3. Vulnerability: At the individual level, vulnerability refers to a person's belief that he or she is perpetually in harm's way. 4. Distrust: At the individual level, this belief focuses on the presumed intent of others to cause harm and/or exhibit hostility.
- 13. 5. Helplessness: At the individual level, helplessness focuses on the belief that even carefully planned and executed actions will fail to produce the desired outcome. When taken at the group level, it translates into a collective mindset of powerlessness and dependency.
- 14. MANAGING INTERGROUP CONFLICT Sources System Differentiation Task Interdependence: three categories of interdependence; 1. Pooled interdependence refers to a situation where the groups are relatively independent of each other, 2. Sequential interdependence exists where the output of one unit becomes the input of another unit, as in the case of automobile assembly line activities, 3. Reciprocal interdependence, the outputs of one group become the input of other groups, in any direction.
- 15. Dependence on Scarce Resources the greater the perceived dependence on common resources, the greater is the possibility of intergroup conflict. Jurisdictional Ambiguity purchasing and production or between line and staff Relationship Between Line and Staff the success of staff depends on the acceptance of their ideas by the line. But the success of line does not necessarily depend on the staff advice, which line can have when it pleases.
- 16. Interventions Process Interventions are useful when the intergroup conflict is strategic rather than frictional or minor. Two intervention strategies for managing intergroup conflict, problem solving (help the members of two groups to learn the integrating style to handle their differences), and organizational mirroring ( appropriate when more than two groups are having problems in working together)
- 17. Intergroup Problem Solving Blake and Mouton (1984) have discussed the following conventional approaches to the resolution of intergroup conflict, 1. Cooperation by edict. 2. Negotiations. 3. Leadership replacement. 4. Personnel rotation. 5. Structural solutions. 6. Liaison persons. 7. Flexible reporting relationships. 8. Mediation and arbitration
- 18. Organizational Mirroring This intervention is designed to improve the relationship among three or more groups, Requires careful planning and management through an efficient consultant is required, This intervention is suitable where the solution of an interface problem requires the collaboration of several work-related groups,
- 22. References: 1. Brookes, Peyton. Benefits of Collaboration and Teamwork. Bizfluent 2. Intergroup Conflict in the Workplace. Mediate.com Find Mediators Worlds Leading Mediation Information Site