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International Journal of Social Sciences and Management Review
Volume: 01, Issue: 01 " September-October 2018"
www.ijssmr.org Copyright © IJSSMR 2018, All right reserved Page 50
DYSFUNCTIONALITY OF PERSONALITY-BASED CONFLICTS IN
ORGANIZATIONS
CONTINUE ANDDISON EKETU, PHD
Department of Management
University of Port Harcourt
ABSTRACT
The distinctive nature of individuals in their behaviors is rooted in the difference in the
psycho-structural dynamics of their makeup, which is identified as a major source of conflict
between individuals in organizations. The purpose of this paper is to identify the
dysfunctional ties of personality-based conflict, as a mean of managing destructive
confrontations between individuals in the workplace. The paper adopted constructivism as a
research paradigm to interpret the dysfunctional characteristic of personality-based conflict in
the workplace. It identified the types, causes and implications of personality-triggered
disagreement in work organizations. It concluded that the traditional view of personality
based conflict does no good to the organization in the long run, as settlement is often clothed
with pretence, and parties seldom comprise their ego. However, in the short run, it may help
to expose the actors’ mind, aid collaboration, etc. the paper suggested that short run
advantages should be use to magnify possible gains in workplace conflicts.
Keywords: Personality Based Conflict, Dysfunctionality, Functional Conflict, Conflict
Thought.
1. INTRODUCTION
People are distinct in their individual nature and as they converge in organizations.
Organizations tend to be very complex entities. The complexities embedded in organization
most times manifest in conflict between individuals and between groups particularly between
individuals, disagreements on the basis of personal factors in a relationship, factors in the
task, and factors in the work process, may constitute the triggers for conflict (Turne & Weed,
1983; Bernard, 2014; and Robbins, 2005). Robbins (2005) contended that of all kinds of
conflict, personality-based, task-based, and process-based; the most difficult to settle, and the
one with most dysfunctional outcome, is the personality conflict. The dysfunctional nature of
personality based conflict lend itself to the fact that it does not add up to the organizational
interest, rather it demeans.
Unfortunately, research has shown that personality-based conflicts are more endemic in
organizations (Deets & Steveson, 2015; and Kinicki & Kreitner, 2008). The triggers of
personality-based conflicts tend to be embedded in wrong communication handling, personal
characterics poor work structure and individual orientations. Thus, friction may arise between
persons not for the sake of advancing organizational interest, but for cheer personal reasons
International Journal of Social Sciences and Management Review
Volume: 01, Issue: 01 " September-October 2018"
www.ijssmr.org Copyright © IJSSMR 2018, All right reserved Page 51
bordering on protection of one’s prestige or status, and in most case a clash of ego and
superiority (Robbins, Judge & Vorha, 2010). All result to dysfunctional consequences with
mere organization productivity.
This paper examines the dysfunctionality of personality-based conflict, as a means to provide
adequate understanding pros if any, and the cons of relationship based disagreements in the
workplace. The paper also provide handling possibilities of personality-based conflicts to
reduce its attendant dysfunctionalities.
2. LITERATURE REVIEW
The Concept of Personality-Based Conflict
Conflict is any form of disagreement between parties, which Robbins, Judge & Vohra
(2010:478) contended that it is “a process that begins when one party perceives that another
party has affect something that the first party cares about”. Specifically, personality-based
conflict or relationship conflict focuses on interpersonal relationships. Inherent in this type of
conflict is that friction and interpersonal hostilities embedded in relationship conflicts
increase personality clashes and decrease mutual understanding which frustrates the
completion of goals or intended tasks (Borisoff & Victor, 1998).
Conflict in some perspective is seen as inevitable and necessary phenomenon in
organizations. Borisoff & Victor argued that the understanding conflict is to group the
perspectives of conflict into functional, dysfunctional, structural and interactive paradigms.
Different people have dissimilar assessment on personality conflict. Those who see conflict
as functional feel that it offers a collective purpose, some think that personality clash is
situational in the sense that opinions are shared under a certain condition. The interactive
theory of conflict suggests that conflict allows employees to actively participate in decision
making. Simmel (2009), a follower of functional approach of conflict defined personality
conflict as “consideration to resolve different contradictions; it is a way of accomplishing
specific kind of agreement even if it will be through the extermination of one of the
disagreeing parties”. Simmel (2009) opined that conflict is a tool for exposure and settlement,
despite its sabotages on others - Conflicts exposes individuals into groups and creates
confidence among them.
According to Simmel (2009), there are three ways conflict can be ended. Personality conflict
can lead to victory over another. Personality conflict can be ended if one party decides to give
up on the cause of the contention. Personality conflict can be ended by creating an
approachable atmosphere amongst the parties. He also noted that all conflicts may not be
ended through dialogue.
According to Coser (2016), Personality conflict is seen as “the clash of standards and
concern, the difficulty between what is and what some group feel should be”. Coser (2016),
further noted that conflict “is a fight over standards and rights to scarce status, power and
resources in which the objectives of the opponents are to counteract, wound or eradicate the
opponents. Bercovitch (2000), a follower of the situational theory of conflict defines conflict
International Journal of Social Sciences and Management Review
Volume: 01, Issue: 01 " September-October 2018"
www.ijssmr.org Copyright © IJSSMR 2018, All right reserved Page 52
as a “condition which stimulates incorruptible objectives or standards between different
parties.” Bercovitch (2000), argued that conflict is situational. Conflict exists as a result of
several kinds of conditions which may include individual inspiration and external factors.
Considering the interactive approach to conflict, Folger (1993) explained conflict as “the
communication of symbiotic people who recognize unharmonious objectives and intervention
from each other in accomplishing these goals.” Interactive approach is classified into
interdependence and perception. Interdependence involves a scenario where the future of an
individual is attached to the action of another individual.
Conflict does not only come about when standards or needs are actually, objectively
incompatibles or when conflict is manifested in action, it exists when one of the parties
perceives it to exist (Bernard, 2014). Hocker and Wilmot (1985), in their opinion explained
conflict as “an expressed struggle between at least two interdependent parties who perceive
unharmonious goals, scarce rewards and interference from the other party in achieving their
goals. In the business world, differences in such appearances as work involvement,
disposition, peer group, atmosphere and situation all lead to difference in personal attitudes,
principles, standards or requirements. Considering the definitions stated above, it could be
acknowledged that there is no generally accepted working definition of personality conflict.
Different persons have their different understandings on ‘conflict’. (Leung, 2010). According
Mcshane and Glinow (2008) conflict is “a process in which one party suggests that its
interests are being opposed by another party,” and tends to resist any subjugation.
Thoughts on Conflict Theory
According to Knapp (1994), C. Wright Mills was identified as the exponent of conflict
theory. Mills’ opinion is that collective arrangements are made through conflict among
individuals of several motives and available resources. He highlighted that persons and assets
are controlled by these structures and by the “unequal distribution of power and resources in
the society.” According to Mills, the influential personalities of America “developed from the
combination of cooperate elites, the pentagon and the executive division of government.”
Mills’ theory explained that the procedures and principles of the influential personalities
could lead to an “increased escalation of conflict of weapons of mass destruction, and
possibly the annihilation of human race” (Bernard, 2014)
Alan Sears’s theory of conflict appears to be the most modem. Alan (2008) opined that:
i. There are so much gaps that result to struggle in the society. Conflict that occurs
because of the gaps could be resolved by a primary change on the present
associations in the culture.
ii. Persons who are favoured are likely to develop a patterned interest that is different
from the prevailing structure.
iii. Innovation is the major tool for economic growth and advancement.
iv. The function of theory is to actualize individual capacity and changing the society
instead of retaining the power structure.
International Journal of Social Sciences and Management Review
Volume: 01, Issue: 01 " September-October 2018"
www.ijssmr.org Copyright © IJSSMR 2018, All right reserved Page 53
Transition of Conflict Thought
Conflict can be seen from different ways. It is a certainty in life and must be regarded as a
circumstance that must happen in everyday life. (Robbin et.al, 2003). It is seen as normal
because of the irregularity in group life. Conflict is advantageous and important because it
can lead to new way of reasoning when properly handled. It is easy for most individuals to
allow some conflicting situations unresolved instead of tackling the discrepancies. In the
study of personality conflict the following views are considered as transition of conflict
thought..
Traditional View: The traditional view of conflict was identified between 1930- 1940.
Robbin (2005) explained that it is the opinion of a certain school of thought that conflict need
not be permitted to occur as it poses some challenges to the team. Conflict is considered as a
bad phenomenon and is connected with crises. Conflict emanate from lack of common
agreement and in a situation of lack of confidence within a collection of persons. Therefore it
becomes necessary to attend quickly to the circumstance that generates to conflict and proffer
solution to them to promote corporate productivity.
Human Relations View: The human relation view also called the contemporary view was
identified between l940 -1970. It stated that conflict is synonymous to everybody. This
philosophy embraces conflict. Conflict could function as a benefit to productivity (Robbin,
2005). Disagreements occur periodically and it is essential to proffer possible attempts to stop
conflict as instinctive and is unavoidable in a corporate environment. Therefore it ought to
not be understood as a bad phenomenon rather as a worthy tool that enhances effective
performance.
The Interactions Opinion: This does not just view conflict as good but similarly an imperative
device to boost human productivity. Managing conflict is encouraging natural structures in an
effort to enhance individual performance and invent a new philosophy (Robbins, 2003).
Conflict enhances good performance, though not all conflict could be viewed as positive. The
internationalist classified conflict into task conflict, relationship and process conflict. This
disposition contends that an excessively peaceful and tranquil society represents weakness,
placidity and unhealthiness, as conflict is a sign of active society.
Types of Personality Conflict
Personality conflict occurs in circumstances where there is dissimilarity between two persons
on a particular matter which might not be bad. If conflict is properly managed, it generates to
creativity in solving problems. It helps to reduce errors and also allows one to take advantage
of misunderstandings (Sloboda, 2010).
Basically, there are two major types of personality conflicts on the bases of its ultimate
outcomes.
Functional personality-based conflict
International Journal of Social Sciences and Management Review
Volume: 01, Issue: 01 " September-October 2018"
www.ijssmr.org Copyright © IJSSMR 2018, All right reserved Page 54
Dysfunctional personality conflict
Functional Personality-Based Conflict
According to Sloboda (2010), conflict makes an individual to have a better idea on ways to
resolve variances, mitigate against errors, and make the best of disagreements. Functional
conflict functions as an instrument for productivity in an establishment. It drives individuals
in an establishment to strive to enhance their capacity and their inputs to the well-being of the
organization. For a business to succeed, conflict is needed. Conflict enables the organization
to deliberate on matters of controversy on a round table and originate innovative ideas.
Functional conflict enables the business manager to gather statistics on the belief of the
employees and in turn proffer lasting solutions. Personality conflict helps to keep the
manager abreast of the difficulties in an organization and gives him the privilege to make
positive amendments on improving on the circumstance. (Bacal & Associates, 2012).
Richards (2012) in his view on functional conflict stated that conflict has advantages to the
organization because it creates room for members to freely express themselves and guide
against industrial action that threaten the well-being of an organization. The emphasis on the
capability to resolve conflict properly to enable it functions as an instrument for
organizational growth instead of being a problem.
Conflict is said to be functional when it is said to be positive in the perspectives listed as:
Conflict Leads to Motivation, Conflict Generates Questions, Personality Conflict Improves
Collaboration, Personality Conflict Exposes the Mind and Conflict Leads to Growth
Dysfunctional Conflict
The dysfunctional conflict is based on the fact that businesses are set up to actualize a
specific objective by setting up parameters that specifically explains the duties, hierarchy and
job schedules (Bacal & Associates, 2012). According to White (2012), those who found
themselves working in places where conflict is not properly handled often have poor job
satisfaction and low productivity.
Dysfunctional conflict arises from destructive disagreements which ultimately manifest in
unproductive outcomes. such outcomes negate organizational goals. Some forms of such
conflicts have their triggers on purely individuals’ interests, which tends to be incongruous
with the organization reason for being. Thus, any conflict that resulted to negative outcome is
classified as dysfunctional. Robbins (2005) argued that personality-based conflicts usually
attend to individual interests, always result to dysfunctional consequences which rob off the
organization from its intended goals.
Causes of Personality- Based Conflict
Personality conflict in organizations can be caused by the following:
International Journal of Social Sciences and Management Review
Volume: 01, Issue: 01 " September-October 2018"
www.ijssmr.org Copyright © IJSSMR 2018, All right reserved Page 55
i. Variance in Level of Expertise: Some employees at some points develop to
experts in their field and most times acquire vast knowledge of their duties. A
situation where employees are experts in their field it can generate conflict
because they do not understand one another’s roles. Where employees of unequal
expertise have job interdependence, intolerance breeds, with the actors having
personal friction on the job.
ii. Different Objectives: In situations where there are discrepancies in the objectives
of the units in an organization can lead to conflict. The subsystems in an
organization may have opposing objectives that managers in such units may fail to
handle it as an organizational related problems, but take it personal, and escalate
the misunderstanding along line of personal status or prestige.
iii. Inadequate Resources: In most organizations, employees are expected to work
with a common material. In event of the limited availability of the said material in
the organization there is a tendency for conflict to occur. (Mcshane & Gilnow,
2008). The inadequate resources comprises of finance, materials and human
resources etc. sometimes, tolerance is dispensed and the individuals concerned
take it personal, as the conflict moves from what and how to be done to who is
involved.
iv. Reliance on Others: In a situation where people depend on one another in order to
carry out a given assignment, conflict may occur. The inability of one party to
complete a given task can easily be blamed on another who they may be relying
on to either supply the needed material or to handle the task alongside with them.
Here again, personal ego may not only supersede, but will usually superintends
personal status and worth or prestige.
v. Power Tussle: Most organizations suffer conflict among managers and employees
because some individuals do not like to be controlled by others. Most managers
suffer conflict with their employees especially when they try to be tough on the
employees. Such individuals may be on McCllands’ need for power identification.
Implications of Personality-Based Conflict
As earlier stated, when conflict is not properly managed, it can have negative impact on the
productivity of an organization. It can lead to lack of cooperation among members, poor
communication, low morale, increased stress, not able to deliver on time, poor customer care
lack of confidence on one another, backbiting. (Maureen 2007).
On a broader-view, personality-based conflict has consequences on both the individual,
employee and the entire organization. The negative effect of conflict is listed below:
Employee may lose interest on the job Individual develops some fear on the job; some may
be tempted to take to some habit. E.g. smoking, drinking etc. as conflict can lead to
frustration. Some employees may develop some health challenges as a result of personality
conflicts in an organization. This can be further viewed in terms of effects on organization,
staff and customers.
International Journal of Social Sciences and Management Review
Volume: 01, Issue: 01 " September-October 2018"
www.ijssmr.org Copyright © IJSSMR 2018, All right reserved Page 56
Implication of Conflict on Organization: When conflict is poorly handled, it hinders
performance. Various research x-rayed high level of time loss in handling conflict in an
organization. Poor conflict management in an organization has some negative effects on the
staff welfare. This most times leads to truancy among staff in the workplace. There is a high
level of connection between truancy and work stress and demanding a stop from combating
with members of staff. Conflict in organization also discourages absenteeism at work place. It
is enables staff to come to work against all odds. Implication of truancy is not popularly
studies.
Implication of Conflict to the Staff: Conflict increases fatigue, loss of self-reliance,
discouragement and work stress. These all generates to loss of fulfillment at work place. The
adverse effect of this occurrence bothers the staff as well as his or her household and loved
ones. Staff affected by conflict suffers relationship gap and most times feel separated from
one another. They resort to segregation. Prolonged conflict makes those involved to avoid
association, stop communication, hold back information, and give out fake news.
Implication of Conflict to Customers: There is not much study on the implication of
mismanaged conflict on clients. Organizational conflict hinders the level of goods and
services provided to the customer. The negative effect of conflict on the customer may bring
doubt in the mind of the customer on the organizations structure and scope. Some of the
implication of conflict on the customer may not be visible but they may cause a decline in the
reliance of the customer to the organizations good and services.
Dysfunctionality of Personality Conflict: The dysfunctional effect of personality based
conflict include: Personality Conflict poses threat to the employee’s productivity and the
organizational goal; In the event when an organization is under conflict, individuals may use
it as an opportunity to achieve their own personal endeavors at the expense of the
organization; If conflict is dragged for a long period, it could affect the employee health and
most time could lead to mental imbalance. Conflict resolution often consumes quality time
which would have been used to engage the individual in active production; and Conflict
could result to low productivity, bias, depression, poor customer satisfaction, etc.
Resolution of Personality Conflict: Conflict cannot be avoided in an organization. Conflicts
have some notable importance when properly managed. It helps to expose the challenges and
puts the stakeholders on motion to find lasting solution to the cause of the conflict. But when
conflict goes beyond control it has negative influence on the parties involved. It therefore
becomes very imperative to manage conflict in an organization.
In resolving personality conflict, the following steps can be considered: Ascertain the real
cause of the conflict; Change the mindset of the individuals involve and try to make them
understand the cause of the conflict; Proffer a possible lasting intervention to the cause of the
conflict; In resolving a conflict you must put into consideration the demand of those who
initiated the conflict. In a situation where two different persons are affected in a conflict and
one person is favored in the cause of resolution of the conflict such resolution may fail within
a short time; Conflict resolution should be made open for people to give their opinion in
making the final judgment; people’s view/opinion should be accorded the necessary respect;
and people should be given a new orientation on how to deal with conflicting situations.
International Journal of Social Sciences and Management Review
Volume: 01, Issue: 01 " September-October 2018"
www.ijssmr.org Copyright © IJSSMR 2018, All right reserved Page 57
3. CONCLUSION AND IMPLICATIONS
Various researches on personality conflict have endeavored to associate conflict to personal
and organizational consequences. According to Dana (2001). Personality conflict has some
opposing effects on the organization and the individual especially when not properly
managed. Where conflict is temperate, it becomes functional and encourages conversation.
This encourages achievement of corporate goal and productivity. Conflict in some cases
supports corporate performance by revealing divers opinion and different resolutions.
Conflict arises in organization due to advancement in knowledge, diversity in objectives,
inadequate resources, over reliance on others, power tussle etc. This has a way of
discouraging worker’s determination and job satisfaction and thereby affecting employee
performance. Quick acknowledgement of the conflict and proffering timely resolution to the
motives of the conflict is very necessary. Discussion among the personalities involve in the
conflict is the very imperative way to terminate the conflict whereas use of forceful methods
will not yield a good result.
Darling & Fogliasso (1999), opined that “conflict cannot be absolutely exterminated in an
organization. Business owners that attempt to eradicate conflict might not survive but those
who try to give a good attention in dealing with conflict will enjoy the organizational profits
of conflict. The ability of an organization to lessen the bad side of conflict and stimulate the
good side will go a extensive way to calm tension in the work environment. The dynamic
nature of organizations makes conflict rampant in the society. Conflict has the capacity to
highly affect the performance of the organization. Good managers know that perfect control
of conflicting situation is instrumental to maintaining the existing state of affairs in an
organization.
Managers must toll the methodology of conflict resolution to minimize it undesirable
influence on the business. Conflict should be given quick and amicable attention so as to have
a good working atmosphere between the business owners and the members of staff in an
organization. It is not out of place to say that conflict is an unavoidable occurrence in an
organization. In handling conflicts, organizations must create relevant opportunity for taking
decision. Staff benefit should be given proper attention. Organization must avoid gossip and
should ensure proper method of sending information. Division of labour method should be
applied and authority properly delegated.
Personality based conflict does no good to either the individuals or the organization because
the contention is often driven by the feeling of ego and feeling of personality superiority. It is
seldom settled, but when resolved, it does not ultimately advance gainful interest to the
organization, as the case with task and process based conflicts. Personality based conflicts are
mostly triggered by an organization with highly politicized climate and failure of leadership
in interpersonal relations management. Personality based conflicts lingers, and are often
known to be dysfunction ally destructive. It bears such coloration as mistrust, distrust,
acrimony, rancor, hatred, high workplace, politicization, internal cultism segregation etc,
which combine to frustrate organization focus.
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Volume: 01, Issue: 01 " September-October 2018"
www.ijssmr.org Copyright © IJSSMR 2018, All right reserved Page 58
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