The destructive power of groups is commonly depicted through specific behavioral attributes such as domination by one or a few members of the group who spend a more prolonged duration expressing their opinions and views at the expense other member's participation. Another attribute includes digressing which entails various forms of distractions that contribute to moving the group away from the activities associated with its primary purpose (Dovidio, Saguy & Shnabel, 2009). The constructive healing power of groups entails several behaviors such as cooperating which focuses on perspectives and views in working together for the benefit of all members of the group. Another practice that represents the constructive power of groups is clarity which is more concerned with ensuring that issues become clear and are adequately understood by members of a group. Inspiration plays a crucial role in encouraging and overseeing participation and progress. The integral relationship that exists between the destructive and constructive power of groups is that they are both responsible for the determination of the direction taken by a group ( Riaz & Junaid, 2013). Mainly, the two functions are capable of determining the overall effect that a group will have concerning serving its primary purpose.
Conflict may be described as a form of disagreement that happens among individuals and groups often characterized by hostility and antagonism. Conflict is often fuelled by the availability of opposing forces within a group or between different groups. Some of the element that usually contributes to the conflict may have varied sets of values and principles. Cooperation refers to a process through which parts of a system function together with the objective of achieving a common goal. Essentially, cooperation makes it possible for independent components to come together in creating more significant, more complex, better systems ( Chang & Peisakhin, 2018).
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One of the causes of group conflicts is change. In this respect, the implementation of a new aspect of change among workers or members of a group may be stressful since it interferes with their normal structures and systems of operations. Conflicts will often arise whenever some of the group members are unable to adapt well to the changes introduced. Less effective interpersonal relationships among the different personalities that are part of a group may also have considerable contributions to the existence of group conflicts. The external environment has a crucial role to play in the termination of conflicts that occur within a group and between groups. Unfavorable external environment may lead to stress and eventually conflicts among people working in a group or between groups ( Taylor, 2014). Poor communication is another possible source of group conflicts. For instance, a group leader who issues unclear instructions to the other members of a group creates unnecessary confusion which could result in conflicts. The other source of group conflict is limited resources which are believed to have the ability to orchestrate competition among group members thereby resulting in conflicts.
Intra-group relations exist between different groups where their respective memberships are also involved. Intra-group relations are formulated with the objective of accomplishing certain specific functions and goals in an organization, and conflicts may characterize them. In that respect, intra-group conflict resolution mechanisms are necessary to mitigate the adverse effects of conflicts occurring within groups (Jarboe & Witteman, 2016). According to Jarboe and Witteman (2016), intra-group conflict resolution is largely associated with a broad conception of a reduction in the social conflict that may occur within groups. Specifically, the conception of conflict resolution within groups usually happens as a marked reduction of various forms of social conflicts related to a conscious settlement of various disputed issues. Unresolved intra-group conflicts have a higher likelihood of resulting in the unwillingness of members to participate in the attainment of the primary objective of the team or withdrawal of their membership from the group.
Conflicts occurring between groups may be circumvented through numerous ways to ensure that the relationships between groups are not adversely affected. One of the means of satisfactorily resolving inter-group conflicts is through dealing with their underlying causes. Another way of addressing conflicts between groups is to avoid them. This form of conflict resolution helps the groups to remain more objective in their activities and operations aimed at attaining the primary goals (Taylor, 2014). Taylor (2014) observes that mechanisms of conflict resolution between groups could also involve placing more focus on their common interests and putting more effort towards de-emphasizing such differences. This particular means of conflict resolution is usually regarded as being useful in addressing simple conflicts that may be regarded as requiring short-term remedies.
Cooperation within groups entails a process that brings together members of a given group with the aim of working towards the realization of underlying, mutual or common benefit. People working in groups have been able to experience revolution to the extent that it has significantly contributed to the enhancement of understanding and agreement among them. Nonetheless, inter-group cooperation may be influenced through social norms and heterogeneities in a culture that encourage the idea of working together among out-group members. A unique feature of the behavior of humans in groups forms part of the widespread existence of cooperation among members of that particular group. From evolutionary and economic perspectives, the ability to maintain such level of participation is puzzling considering that it is often costly (Chang & Peisakhin, 2018). Chang and Peisakhin (2018) clarify that the social interactions among people usually happen within a group and between groups. Transformational change within a group and between groups entails a shift in culture or standard practices occasioned by underlying processes and strategies adopted by a group to facilitate its functions and operations. Besides, the application of a transformational change in within and between groups happens according to planning and design which may be implemented over a certain duration.
Several factors may influence the escalation of group conflicts. One of these factors is the kind of leadership under which the group operates. In this respect, the less effective leadership has a higher likelihood of leading to the escalation of conflicts that may have previously existed within a group or between groups. Wrong or ineffective decision-making could also intensify or escalate conflicts that already exist within a group (Taylor, 2014). According to Taylor (2014), competing for interest and goals could intensify group conflicts in the sense that members may find it difficult for them to effectively cooperate since their pursuit for different interests has a detracting tendency. Other factors that may be considered as being responsible for the escalation of group conflicts include lack of adequate information among members concerning the required activities of functions that need to be performed by the group (Dovidio, Saguy & Shnabel, 2009). In this regard, there is a higher probability that misunderstanding could arise which leads to intensified group conflicts.
From an alternative view, factors that contribute to the escalation of group conflicts could be used to minimize or counter such conflicts. To that extent, effective group leadership plays a critical role in giving appropriate direction and guidance to the rest of the group members thereby discouraging any conflicts from intensifying. Besides, responsible leadership among groups could play a considerable role in reducing the intensity of inter-group conflicts. Effective decision-making in a group could significantly lower the intensity of group conflicts since members are often in a better position while addressing their differences and disagreements. Substitution of competing goals with a common interest in a group help in minimizing conflicts among members since they can effectively collaborate and work towards the attainment of a common objective. Provision of sufficient and clear information and instructions concerning group activities significantly lower the chances of the escalation of group conflicts ( Jarboe & Witteman, 2016).
Group conflicts are often associated with unfavorable effects on the performance and operation of a group. In most situations, the existence of conflicts within a group significantly derails its progress towards the attainment of its set goals and objectives. The analysis by Taylor (2014) indicates that a group may end up wasting more time and resources in trying to address and solve group conflicts at the expense of performing their primary intended function. Besides, group members may find themselves struggling with frustration occasioned by group conflicts thus limiting their levels of performance and productivity. Nonetheless, Dovidio, Saguy, and Shnabel (2009) argue that group conflicts could have positive impacts in the sense that they could inspire creativity while trying to find effective conflict resolution mechanisms as well as leading to the enhancement of future communication within the group.
The existence of conflicts and conflict resolution within a group has a crucial role to play in cohesion, group development, group functioning, productivity. In this respect, the emergences of conflicts often help in highlighting several areas within the group that require changes or improvement as a way of boosting its ability to function effectively ( Julian & Perry, 2013). On the other hand, conflict resolution serves a positive role by ensuring that the group learns from its previous mistakes and inadequacies as well as some of the most effective resolution techniques for use in the future. Further, conflict resolutions within and between groups serve to strengthen their relationships as they move into the future (Dovidio, Saguy & Shnabel, 2009).
Groups usually play a considerable role in positively influencing their members. For instance, members of a group are presented with opportunities to demonstrate and use their various sills in inspiring other members. Groups also help in enhancing the collaborative and cooperation abilities of its members to the extent that their team performance and productivity considerably increases (Chang & Peisakhin, 2018). Members of a group may be positively influenced to engage in healthy competitions that cultivate creativity and innovation amongst them in diverse areas. Moreover, members working in a group are often equipped with vital knowledge and skills that place them in better positions to respect and embrace divergent points of views from their colleagues irrespective of internal or external competition. The observation by Jarboe and Witteman (2016) clarifies that groups usually play a substantive role in ensuring that their members are positively changed and transformed by fostering the capabilities in various areas. Groups also ensure that the members are provided with the necessary forms or social support to promote personal growth and improve their lives.
Several conditions are considered in promoting collaboration and in the facilitation of joint efforts as well as the realization of successful collective results. One of these conditions is the constructive power of groups which focuses on perspectives and views in working together for the benefit of all members of the group. The other condition is the ability of the members of a group to collaborate and work together with the objective of achieving common goals and objectives. Identification of conflicts within a group and the adoption of effective mechanisms of conflict resolution also serve as a condition that fosters cooperation and leads to a successful collective outcome (Riaz & Junaid, 2013).
References
Chang, H., & Peisakhin, L. (2018). Building Cooperation among Groups in Conflict: An Experiment on Intersectarian Cooperation in Lebanon. American Journal Of Political Science . doi: 10.1111/ajps.12397
Dovidio, J., Saguy, T., & Shnabel, N. (2009). Cooperation and Conflict within Groups: Bridging Intragroup and Intergroup Processes. Journal Of Social Issues , 65 (2), 429 449. doi: 10.1111/j.1540-4560.2009.01607.x
Jarboe, S., & Witteman, H. (2016). Intragroup Conflict Management in Task-Oriented Groups. Small Group Research , 27 (2), 316-338. doi: 10.1177/1046496496272007
Julian, J., & Perry, F. (2013). Cooperation Contrasted with Intra-Group and Inter-Group Competition. Sociometry, 30 (1), 79-90. doi:10.2307/2786440
Riaz, M., & Junaid, F. (2013). Workplace Conflict: Constructive or Destructive. SSRN Electronic Journal , 3 (2), 88-90. doi: 10.2139/ssrn.2247886
Taylor, F. (2014). Sources of conflict in contemporary group psychotherapy. Journal Of Psychosomatic Research , 6 (1), 77-78. doi: 10.1016/0022-3999(62)90028-4
