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THE CONFLICT: TYPES AND MODE OF ACTION

Article · December 2023

DOI: 10.37075/JOMSA.2023.2.07

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Violeta Toncheva-
THE CONFLICT: TYPES
Zlatkova
AND MODE OF ACTION
Chief assist. Prof., PhD
ABSTRACT
Public Administration
Conflicts are an inevitable part of our lives and it is important to have the skills
Department/ Faculty of to define them, relate them to a specific type and apply management techniques
Management and to deal with them in different situations. The article presents an analysis of the
Administration, University of types of conflicts classified according to different criteria. In accordance with the
National and World Economy levels of conflict in the organization, the four main types of conflicts are described
(ÙNWE), Bulgaria in detail: intrapersonal conflict; interpersonal conflict; intra-group conflict;
intergroup conflict.
e-mail: The main focus is on the most common conflicts in the organization conforming
violeta.zlatkova@unwe.bg to the causes of occurrence. The author presents a description of the distinctive
features of different types of organizational conflicts. It points to specific
ORCID: examples of conflicts and provides guidance on how to deal with them.
https://orcid.org/0000-0002-
8940-8808
KEY WORDS: conflict, management, types of conflict, organization
Published First Online:
19.12.2023 JEL: H00, H12, L20, M12

Pages: 255-364
INTRODUCTION
DOI:
https://doi.org/10.37075/JOMS
Conflict is an unavoidable companion in human existence. It is as
A.2023.2.07 old as humanity itself. The study of conflict dates back to the 1920s
with the development of psychoanalysis. Later, issues related to the
conflict between activity and environment were included. Conflict
comes from the English word "conflict" - clash, contradiction, clash
(lat. conflictus - clash, collision, derived from "con" - with and "fligo" - to poke), and the science
studying conflict is called "conflictology - it deals with new issues, its areas of study have
become established in the last 15-20 years. Conflicts initially started to be studied in the USA,
research units, laboratories, institutes were established. Masters programmes in conflict
management/resolution are gradually being introduced in universities, and are making inroads
in Europe. Out-of-court dispute resolution became popular in Bulgaria in the early 1990s. In
1995 the University Centre for Conflict Management and Organisational Studies at Sofia
University was founded. It was later renamed the University Centre for Conflict Analysis and
Resolution.
The relevance of the topic comes from our everyday life, because conflicts are everywhere -
within us (intrapersonal conflicts), between us, within groups, within social communities
(interethnic conflicts, interstate conflicts).
Today, it is important to distinguish the types of conflicts, the reasons that give rise to them. In
addition, to be aware of the need to form young people's practical skills to cope with the
challenges in their lives, including their skills to deal with conflicts in their daily lives - at work,
at home and with their friends.

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1. TYPES OF CONFLICTS
There are different classifications of conflict types. Most often, conflict typologies are
considered according to two characteristics: the levels of conflict and the consequences of
conflict. Several models are presented in a generalized form.
According to the levels of conflict in the organization, four main types of conflict emerge:

1. INTRAPERSONAL CONFLICT
Intrapersonal conflict occurs when an individual realizes the incompatibility of the goals
assigned to him and his personal capabilities and role. At this level of conflict, strong feelings,
inner emotional states, and volitional process develop.
D. Dimitrov gives the following definition of this type of conflict: "intrapersonal conflict is a
struggle between at least two contradictory tendencies that coexist inevitably in the psyche of
each individual". This type of conflict has been studied extensively by the following four
strands of psychology: psychoanalysis, behaviorism, humanistic and cognitive psychology.
Psychoanalysis explains conflict as a manifestation of the eternal and hidden struggle between
the unconscious psychic forces hidden in the nature of man and the necessity of survival in the
social environment. Behaviorism advances the idea that intrapersonal conflict arises because of
the individual's faulty experience and faulty training. Humanistic psychology recognizes the
existence of this type of conflict when the growth of the constructive origin of the "human self"
is impeded. From the standpoint of the cognitive strand of psychology, conflict is seen as caused
by the contradiction between psychologically incompatible thoughts or beliefs. V. Avramov
explains the origin of these conflicts as a consequence of unsatisfied individual needs, the
satisfaction of which is a continuous and prolonged process.
Similarly, D. Dimitrov also believes that the reasons for the emergence and development of
intrapersonal conflicts are due to the unsatisfaction of basic human needs. The author draws an
analogy with Maslow's concept of needs, which distinguishes physiological needs, the need for
security and safety, the need for success and self-confidence, the need for respect and the need
for self-actualization.
In one's social life, one fulfils different social roles, some of which one can choose, but there
are also roles where the choice is limited or made "from the outside". The contradiction that
arises between the different role positions of the individual and his ability to cope with them,
according to V. Merlin is at the heart of the intrapersonal conflict. Based on this, the author
identifies two types of conflict. The first of them is the "I-role" conflict, and the second type
that the author considers is the interrole conflict. Self-role conflict involves contradictions
arising between the demands of the role and the capabilities of the individual. The subjective
experience arising in a person in such a situation is defined as personality-role. The resolution
of the conflict is based on which will be preferred, the preservation of the self or the preservation
of the role.
Inter-role conflict arises in situations where the role positions of individuals prove to be
incompatible. In everyday experience, a person tries to cope successfully with all of his or her
obligations related to the demands of the individual social role, but this is not always achieved.

2. INTERPERSONAL CONFLICT
Develops when two individuals express disagreement about goals, actions, decisions,
outcomes, etc. The reasons for this conflict lie in the different perceptions of the two, different
motivations, different learning styles, differences in assessment styles, and other internal
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individual differences between people. This conflict at work manifests itself in different ways.
For example, two people may get into interpersonal conflict in a struggle over who gets more
of the limited resources or who gets approval of their project.
D. Dimitrov considers interpersonal conflicts as a clash of interests between two people.
V. Avramov's understanding of the nature of interpersonal conflict is similar to that of D.
Dimitrov, but he also adds that the parties involved in the conflict are bearers of mutually
exclusive goals.
Regardless of whether this type of conflict arises in a work situation or not according to W.
Markham it has a destructive effect on relationships. It also negatively affects those who must
work with one or both parties involved in the conflict.
М. Mescon, M. Albert and F. Hedowry consider interpersonal conflict as directly related to
communication between people in a community.

3. INTRA-GROUP CONFLICT
Occurs and develops mainly because of intellectual differences (and hence differences in
behaviour) between group members. In addition, this type of conflict is also based on the
emotional reactions of group members to a situation.
А. Angelov, M. Harizanova and M. Kuzmanova adhere to the idea that intragroup conflict exists
in the organization when an individual violates the norms of behavior established in the group.
This immediately leads to the adoption of disciplinary measures against the group by the leader.
The expected results of the presence of such conflict may find expression in negative behavior
towards the individual or the group. Furthermore, it may lead to a decrease in work productivity
and a deterioration of the relationship between the supervisor, the individual and the group.
К. Levin in the process of studying group dynamics determines the level of tension that exists
in the person and the group. According to him, the occurrence of conflicts depends on the
atmosphere that is established in the group, on the group norms imposed and on the
relationships between the members in the group. As the cause of the emergence and
development of intra-group conflict, he points first to the degree of satisfaction-unsatisfaction
of needs. Unmet needs increase the likelihood of conflict. Secondly, the author puts the amount
of space for free movement of a person. К. Levin believes that the adaptation of an individual
in the group is formed by the subjective space for free movement, which provides opportunities
for the satisfaction of individual needs. In case it is restricted, the tension increases. The third
reason for the occurrence of intragroup conflict is associated with the presence or absence of
opportunities to get out of an unpleasant situation. The increased internal tension creates a
tendency to leave. The last cause is determined by the degree of congruence or divergence
between the goals of the members and the group. If the goals coincide and are common, it
implies interaction in achieving them.
The American sociologist L. Kozer advocates the idea that the more closed the group, the more
intense the conflicts within it.
In the great variety of groups in which a person is involved, he seeks to satisfy his needs, goals
and interests. On the other hand, he is obliged to conform and obey the group norms,
requirements and values existing in the group. And conflict can arise precisely from the
discrepancy between individual and group desires and interests.

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4. INTERGROUP CONFLICT
This conflict arises between groups, whether formal or informal. These are disagreements
between separate groups dependent on each other in an activity where dissatisfaction is
expressed leading to opposition.
J. Greenberg advanced the idea that intergroup conflict exists when two groups are in conflict
with each other and each group is trying to achieve its set goals.
W. Markham shares that some organizations actively encourage conflict and competition
between teams and employees in their organization, believing that by doing so, teams will work
harder and achieve better results. In this case, competition can become a leading line of
behaviour and not have a positive impact on performance. In such situations, measures should
be taken immediately and the energies of each team should be redirected in other directions,
especially those that are in the strongest competition. Competition between teams can result in
members of one group deliberately sabotaging the efforts of the other in their strong desire to
win. This might not be to the benefit of the organization, due to a lot of wasted time and effort,
but can lead to conflicts in the workplace.
The dynamics of intergroup conflict provide an opportunity to uncover the ways in which
individual groups function within the whole organisation. The division of people into separate
structural units leads not only to the sharing of a common organizational culture, but also to the
development of its own subculture, whose values and norms are specific and sometimes differ
significantly from other subcultures in the organization. Individual subcultures are formed both
horizontally and vertically and reflect the core values and goals of the group. Adherence to
different values and competition for resources place departments and groups in a near conflict
situation.
An important moment in the development of conflict situations between groups is the process
of building group cohesion and group identity, in which one seeks opportunities for
identification with the group to which one belongs. This contributes to the reinforcement of his
self-concept, strengthens his self-confidence and realizes the adequacy of his self-esteem. The
more cohesive a group is, the stronger its identity and the danger of difficulties in coordination
and integration in interdependent tasks. As a result, intergroup conflicts may arise and several
changes in intergroup relations may occur. First, group perceptions become distorted, as each
group perceives itself as better than the other does. Furthermore, the opposing side is seen in an
unfavourable light. Another change occurs in the direction of increasing distrust of the other
group.
There is hostility, which in turn leads to a restriction or avoidance of communication, and
consequently the decision-making process breaks down.
The conditions that create the prerequisite for the emergence of intergroup conflicts according
to V. Avramov are primarily rooted in the organizational instability of the firm. Moreover, the
mistakes made in the allocation of resources between individual structural units can also be
considered as a cause of the emergence of this type of conflict. As another cause, the author
considers the clash of interests between different groups in the organisation.
М. Mescon, M. Albert and F. Hedowry describe this type of conflicts as more complex than
interpersonal conflicts, where individuals can act independently to resolve contradictions
among themselves, but as members of groups they have to comply with the norms, values and
goals of the group, as well as be loyal to it.
According to the effects that conflict has, the conflict typology outlines other types of conflict:
constructive conflicts and destructive conflicts, i.e. they lead to an increase in organizational

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effectiveness or they lead to a decrease in personal satisfaction, group cooperation and
organizational effectiveness.
In interpersonal conflicts, the results can be positive (the conflict is resolved, the parties gain
experience and broaden their worldview) - this is the so-called functional conflict, but they can
also be negative (disruption of interpersonal relationships) - dysfunctional conflict.
Another classification of conflicts defines them as:
1. Conflict of interests - incompatible aspirations to limited resources, goods, etc. It is
associated with competitive behaviour between participants and striving to gain at others'
expense, which gives rise to enmity, fighting, etc.
2. Cognitive conflict (conflicts of ideas) - associated with solving problems on which
individual participants have different views, which gives rise to inconsistencies in assessments
of the situation, and hence in behavior.
There are three derivatives of cognitive conflict:
• Attitudinal conflict - refers to the biases of the disputants;
• Values conflicts - due to different social experiences, culture, moral and normative
system, paths of socialization, etc.;
• Psychological conflict - due to the peculiarities in characters, to the discrepancy in the
dynamics of mental processes, to the differences in intellect, in upbringing, etc.;
3. Organizational conflict - as a result of poor organization of joint activity.
According to the nature of the relationships of the participants, conflicts are divided into
vertical - between superiors and subordinates and horizontal - between collaborators in the
respective collective.
According to the environment, there are conflicts between the organisation and the
environment. They arise mainly from the uncertainty in relations with state authorities, partners,
suppliers, consumers.
In addition, conflicts can be conditionally distinguished into content, procedural and
relationship conflicts. There are important conflicts affecting the substance of relationships
with other people, as well as those for which unnecessary efforts are often wasted, not affecting
individuals as a whole.
According to the way they arise, conflicts are: spontaneously occurring and consciously
provoked, and according to the degree of publicity - hidden and open.
In their gradation, conflicts can be:
1. The "business dispute" type - in this type the disagreements are about the joint activity.
The resolution of this type of conflict is easy, it does not require the intervention of external
people;
2. The type of "formalization of relations" - in it the circle of disagreements is expanded and
the participants in the conflict do not believe that a consensus can be reached. Sometimes the
conflict is transferred to a third party - the management or the collective, which leads to its
difficult resolution;
3. The type of "psychological antagonism" - in this type the parties are openly hostile to each
other and do not make any attempts to reach an agreement. This makes conflict resolution
extremely difficult.

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Figure 1 presents the most common conflicts in organizations, according to the causes of
occurrence, and Table 1 describes the causes, characteristics, and courses of action,
respectively.

Figure 1. Conflicts in organizations, according to the causes of occurrence

Conflicts of relations

Conflicts of infomation

Conflicts of interests

Structural conflicts

Conflicts of values

Table 1. Main types of conflicts in organizations

Types of Causes Characteristics Mode of action

conflicts

Conflicts of • Poor communication They are conditioned by By identifying them, the

relations strong negative emotions, following steps can be
• Different stereotypes layered stereotypes, used to resolve them:
• Negative behaviour misunderstanding of the
situation, ineffective
• Strong emotions communication and • clarifying
• Repetitive negative unwillingness to understand perceptions
behaviour each other. Often these through effective
conflicts are defined as communication;
'unnecessary', as they arise
even when no objective • exercising
conditions exist. They are control over
the surest means of emotional
escalating tensions. processes and
the emotions
expressed;
• recognising the
importance of
feelings;
• encouraging
positive
decision-making
attitudes;

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Types of Causes Characteristics Mode of action
conflicts

Conflicts of • Lack of information They generally boil down Easily resolved by:
infomation to: inadequate
• Misinformation communication system; lack
• Different criteria of information; different • improving
criteria for evaluating hierarchical and
• Different information; different vertical
interpretation interpretation of communication
• Different assessment information. networks;
procedures • developing a
system for
collecting and
processing
information;
• developing
common criteria
for evaluating
information;
• using experts.

Conflicts of • Property These conflicts are caused In order to resolve these

interests by rivalries in the conflicts, it is necessary
• Competing interests distribution of scarce goods. to diagnose those roles
• Substantive Most often, one side that are mutually
attempts to satisfy its needs exclusive,
• Procedural at the expense of the other. complementary and
• Psychological This type of conflict common. Only on the
concerns both the content of basis of common interests
the processes /money, can stable relations
resources, goods/ and the develop between the
ways in which the dispute is parties, following the
conducted, i.e. the steps described for
procedure. Moral- resolution, such as:
psychological issues such as
trust, mutual respect,
fairness are also involved. • creating a
conducive
working
atmosphere;
• focusing on
interests rather
than positions;
• developing
solutions that
meet the needs
and interests of
all.
• developing a
reward system;

Structural • Various resources Structural conflicts are The resolution of

conflicts related to the place of the structural conflicts is
• Geographical conflicting parties in the achieved by:
constraints management hierarchy, the
social role they play, the
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Types of Causes Characteristics Mode of action
conflicts
• Time constraints different degree of control
over resources and the
• Unequal power unequal distribution of • clear and precise
definition of
• Violation of rules power. Considering
roles;
structural conflicts, one can
• Unclear/unacceptable speak of two types of • establishing a
rules conflicts: hierarchical-role fair and mutually
• Unclear objectives and functional-role. acceptable
1. The former are the decision-making
• Skipping phases process;
result of
unresolved • changing the
problems between way influence is
units and exercised;
specialists of
different • changing time
hierarchical levels, constraints;
of artificially • responsibility to
maintained great bear the burden
distance, of poor associated with
leadership style on the moves made
the part of and decisions
superiors, of taken.
deliberate
suppression and
discrediting of
those who are
capable and those
who wish to grow
in the profession.
2. The second is the
result of
misallocation of
authority
horizontally, i.e.
between
units/organisational
forms at the same
management level.
The struggle is for
better positions, for
redistribution of
responsibilities, for
faster career
advancement when
it comes to
individuals. Here
the conflict can be
referred between
the supervisor
/formal leader/ and
the informal leader,
as well as the
conflict between
the heads of the
different functional
units.

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 Types of Causes Characteristics Mode of action
conflicts

Conflicts of • Religion, ideology They are distinguished These conflicts are very
values when the people involved in noticeable and are
• Differences in the conflict have a different resolved by:
criteria for morality value orientation and feel a
• allowing parties
• Contradictory values desire to impose their values
to have their
on the other side or show
intolerance to its value own values;
system. The characteristic • avoiding
features are: incompatible defining the
value systems; different problem;
criteria for assessing values;
different way of life, • search for a
ideology, religion. higher value that
unites the
parties;
• creation of
spheres of
influence.

Source: Own (Adapted from the practical advice of various organizations.)

CONCLUSION
Conflict exists on different levels. Depending on criteria, different classifications can be
made. In organizations, there are five types of conflicts that need to be addressed most often.
Sometimes conflicts have a destructive effect and a timely response would contribute to
maintaining stability in the organization. In other cases, the conflict has a beneficial influence
to clarify the situation and can be seen as an opportunity for development. The skills and
actions that will be taken are important for the overall development of the company and its
people. Every manager should recognize the type of conflict, know its characteristics and take
the most adequate measures to deal with it.

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