1. Research Background and Problem Statement
Organizational conflicts are common but do not have to be destructive forces. With the right policies in place, organizations can manage conflicts in a way that leads to positive outcomes (Adeoye & Hope, 2020). Unfortunately, cultural differences at the workplace can lead to battle lines being drawn abruptly and quickly escalating into conflicts pitting employees who previously thought they were in the trenches against each other as friendships turn into enmity.
One of the leading causes of workplace cultural conflicts is unconscious bias, which results from unintended learned stereotypes that every employee is unaware they possess (Tompos & Ablonczy-Mihályka, 2018).
Another reason is a lack of social intelligence, which refers to the ability of an employee to identify and negotiate the multiple social dynamics in their workplace (Chaudhary & Yadav, 2018).
The third cause is pre-existing mindsets which are the different perceptions of conflict and experiences that each employee has based on their lived experiences (Chaudhary & Yadav, 2018). Wynen et al. (2019) discuss the effects of employee turnover on organizational productivity. It leads to the failure to meet the company goals and objectives due to insufficient staffing. The limited staff may experience burnout and fatigue due to overwhelming responsibilities, leading to the inability to achieve the targets. The loss of talented employees1.
- enseignante: Amina Soumia Toubal