Conflict in organisations

It’s actually designed-in to organisations, to reflect the inherent conflicts in the outside world and in the marketplace.

Understanding conflict is the first step in managing it effectively, constructively, and with less stress.

Sources of conflict in today's organisations

Structure
Many organisations have moved away from the traditional hierarchical structure – for good reason, as it led to silos and lack of co-operation between functions. The matrix or networked structures that have replaced it are far more effective, but demand skill and clarity to negotiate. It’s actually designed to force the different functions to represent their own interests equally – so it does set different agendas against each other.
Policies, procedures, standards, systems
Clearly this is one that has massive impact on HR, who have to ensure that individuals follow procedures carefully, and that wider governance is observed. People often have issues with a policy, and this is a typical scenario for HR to manage – and a good example of where the conflict isn’t personal but can feel like it is.
Constant change
This creates massive pressure and difficulty, as different functions try to find their way through and may be feeling stressed, under-resourced and outside their comfort zone.
Competing for resources
Everyone wants more time and more resources to do their work. This can play out in many ways, e.g. during the budgeting cycle, or to resource a particular project.
Lack of clarity
Where the purpose or goals are unclear, conflict arises largely as a result of confusion. The clearer people are, the easier it is for them to get on with their work.
Decision-making processes
If these are unclear, people can waste time and become frustrated, and perceive hidden agendas.
Expectations of leaders and managers
We don’t spend enough time making sure that we’re completely clear, and passing this clarity on to our team. When we do, this helps enormously to reduce conflict and wasted time, and the frustration from doing the wrong work.
Authority versus responsibility
Sometimes we are asked to carry out work where we don’t have the authority to demand, or expect, others’ co-operation. This is a constant source of conflict in today’s matrix organisations. We have to influence others to get them to do a piece of work that adds value to us, but may not add value for them.

When you find yourself in conflict, looking at the source is a good place to start

Take a step back and consider, objectively, what the real causes of the conflict are. Take the people out of the analysis, and strip the situation back to its component parts. Each function has its own responsibilities, and these are naturally in conflict, e.g. finance have to keep costs down, while the best talent costs money; sales want to win contracts, while the product people want them to only sell products that they can deliver; IT want a centralised buying policy while local users feel they have specific requirements.

If we resolve all this conflict successfully, and have robust discussions in a supportive and productive environment, the most effective solutions can be found.

We will look in another section at how to manage conflict successfully.

Services

Upcoming workshops & webinars

Roundtable discussion: What is strategic business partnering – and how do we ensure it delivers value?

Date: Thursday 7th December 2023

Build your strength and impact as a HR Business Partner

Date: Tuesday 12th December 2023

How to build a business-led HR strategy

Date: Thursday 18th January 2024

Latest resources

Conflict in organisations

Sources of conflict in today's organisations

When you find yourself in conflict, looking at the source is a good place to start

Roundtable discussion: What is strategic business partnering – and how do we ensure it delivers value?

Build your strength and impact as a HR Business Partner

How to build a business-led HR strategy

How to ensure your 2024 HR priorities are business-led

Are you fed up with not being heard?

75% of HR teams lack integrated systems – and therefore data