CONFLICT MANAGEMENT The Psychology of conflict and conflict ...

6 DE DREU AND GELFAND
done on conflict in organizations, and where new and exciting research
questions can be identified. Accordingly, we integrate many aspects discussed
in greater depth in the various chapters in this volume, connected
them where possible, and generated new areas for future research.
In what follows, we first define the very phenomenon about which this
volume is concerned—conflict—and note important distinctions that are
relevant throughout the book. We then differentiate four levels of analysis
that are relevant for understanding conflict in organizations: (a) individual,
(b) group, (c) organization, and (d) national culture. After differentiating
these levels, we begin to synthesize what is common and different
across levels in terms of conflict antecedents, processes, and outcomes. We
then turn to research that examines interactions across levels and discuss
areas for future research.
DefininG ConfliCt
Because conflict at work can take many forms, one may shy away
from providing an encompassing and comprehensive definition of conflict.
Throughout this book, chapter authors have implicitly or explicitly
defined conflict as a process that begins when an individual or group perceives
differences and opposition between itself and another individual
or group about interests and resources, beliefs, values, or practices that
matter to them (e.g., De Dreu, Harinck, & Van Vianen, 1999; Thomas, 1992;
Van de Vliert, 1997; Wall & Callister, 1995). This process view dates back to
the original work by Pondy (1967), who differentiated between latent and
manifest conflict. Latent conflict includes perceived and felt conflict, and
refers to within-person or within-group states. Manifest conflict, in contrast,
includes constructive negotiations as well as outbursts of violence,
and thus refers to between-person or between-group dynamics.
The transfers from within-party latent conflict to between-party manifest
conflict is mediated by communication processes, such as verbal and
nonverbal, and technology mediated or not (see Olekalns et al., chapter
3, this volume). In other words, the process view of conflict is multilevel
in its orientation and well suited to examine cross-level influences and
interaction, an issue we return to below. Furthermore, we can apply the
process view to all kinds of parties, including (a) entire organizations,
(b) formal or informal groups within organizations, or (c) individual
employees. Finally, the process view leaves open how parties manage
their conflicts, or how formal or informal parties intervene, as well as
what outcomes the conflict has. This will become important when we
discuss conflict processes and the functions conflict at work may have.
Notably, conflict is distinct from other “dark-side” constructs that exist
in the literature, including aggression, incivility, deviance, and bullying.
Although these constructs share the fact that parties are interdependent
and have opposing interests, values, or beliefs, conflict need not involve