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Chapter 5 Addressing Intergroup Conflict: Lead, Motivate, Train, and Trust

  • Creighlynn D. Thoele and Heather A. Merrifield
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Conflict Management in Nonprofits
This chapter is in the book Conflict Management in Nonprofits

Abstract

Individuals often tend to overlook conflicts, either perceiving them as irrelevant to their concerns or lacking the means to effectively intervene. This tendency is not exclusive to individuals; it also extends to nonprofit organizations. One may think that the nature of a nonprofit organization would lend itself to fewer conflicts as participation is primarily voluntary, thus implying that people are investing their time and engaging in activities by choice. However, conflict emerges with comparable frequency within a nonprofit setting as it does within a for-profit organization. This chapter delineates nonprofits into two overarching categories: large-scale, well-established organizations and small-scale, community-based organizations. Our primary emphasis lies on the latter, as they operate within more constrained resource environments and initially possess less formalized structures to navigate inevitable conflict. Our discussion is related specifically to intergroup conflict, with a focus on areas such as managing intergroup conflict in small nonprofit organizations, understanding the relationship between group dynamics and trust, the importance of setting expectations, fostering a healthy organizational culture and climate, and the significance of motivation. By examining these factors comprehensively, organizational leaders can gain valuable insights and tools to efficiently manage intergroup conflict within their organizations, thereby creating a more collaborative and collegial work environment where individual talents, experiences, and skills can be harnessed to advance the overall missions of their nonprofits.

Abstract

Individuals often tend to overlook conflicts, either perceiving them as irrelevant to their concerns or lacking the means to effectively intervene. This tendency is not exclusive to individuals; it also extends to nonprofit organizations. One may think that the nature of a nonprofit organization would lend itself to fewer conflicts as participation is primarily voluntary, thus implying that people are investing their time and engaging in activities by choice. However, conflict emerges with comparable frequency within a nonprofit setting as it does within a for-profit organization. This chapter delineates nonprofits into two overarching categories: large-scale, well-established organizations and small-scale, community-based organizations. Our primary emphasis lies on the latter, as they operate within more constrained resource environments and initially possess less formalized structures to navigate inevitable conflict. Our discussion is related specifically to intergroup conflict, with a focus on areas such as managing intergroup conflict in small nonprofit organizations, understanding the relationship between group dynamics and trust, the importance of setting expectations, fostering a healthy organizational culture and climate, and the significance of motivation. By examining these factors comprehensively, organizational leaders can gain valuable insights and tools to efficiently manage intergroup conflict within their organizations, thereby creating a more collaborative and collegial work environment where individual talents, experiences, and skills can be harnessed to advance the overall missions of their nonprofits.

Chapters in this book

  1. Frontmatter I
  2. Foreword VII
  3. Contents IX
  4. Preface XI
  5. Chapter 1 Understanding Perspectives and Viewpoints in Nonprofit Organizations 1
  6. Chapter 2 Leveraging Knowledge of the Elemental Conflict Styles within Your NGO 21
  7. Chapter 3 Leading Through Conflict in Nonprofit Organizations: Unique Perspectives of Nonprofit Organizational Leaders 29
  8. Chapter 4 Managing Intense Conflict Experienced by Nonprofit Humanitarian Organizations Working in Dangerous Theaters of Operation 47
  9. Chapter 5 Addressing Intergroup Conflict: Lead, Motivate, Train, and Trust 73
  10. Chapter 6 Embracing Complexity and Conflict: Systems Thinking for Understanding Complexity and Conflict in the Nonprofit Organization’s Quest for Sustainability 97
  11. Chapter 7 Designing Preventative Dispute Resolution Systems for Nonprofits 119
  12. Chapter 8 Managing Conflicts with Constructive Resolution Strategies and Positive Leadership in Nonprofit Organizations 143
  13. Chapter 9 A Critical Review of the Current Major Challenges of Nonprofit Organizations in Tanzania 155
  14. Chapter 10 Preventing Escalation, Transforming Conflict: What an Ombuds May Bring to Nonprofit Organizations 173
  15. Chapter 11 Effect of Leadership on Motivation and Human Engagement in Rashtriya Swayamsevak Sangh, the Largest Nongovernmental Organization in India 185
  16. Chapter 12 Enhancing and Sustaining Team Productivity in Volunteer-Driven Nonprofits Impacted by Internal Conflict: A Perspective on Recalibrating Structure and Culture with Powerful Questions 199
  17. List of Figures 215
  18. List of Contributors 217
  19. Index 225
https://doi.org/10.1515/9783111252018-005

Chapters in this book

  1. Frontmatter I
  2. Foreword VII
  3. Contents IX
  4. Preface XI
  5. Chapter 1 Understanding Perspectives and Viewpoints in Nonprofit Organizations 1
  6. Chapter 2 Leveraging Knowledge of the Elemental Conflict Styles within Your NGO 21
  7. Chapter 3 Leading Through Conflict in Nonprofit Organizations: Unique Perspectives of Nonprofit Organizational Leaders 29
  8. Chapter 4 Managing Intense Conflict Experienced by Nonprofit Humanitarian Organizations Working in Dangerous Theaters of Operation 47
  9. Chapter 5 Addressing Intergroup Conflict: Lead, Motivate, Train, and Trust 73
  10. Chapter 6 Embracing Complexity and Conflict: Systems Thinking for Understanding Complexity and Conflict in the Nonprofit Organization’s Quest for Sustainability 97
  11. Chapter 7 Designing Preventative Dispute Resolution Systems for Nonprofits 119
  12. Chapter 8 Managing Conflicts with Constructive Resolution Strategies and Positive Leadership in Nonprofit Organizations 143
  13. Chapter 9 A Critical Review of the Current Major Challenges of Nonprofit Organizations in Tanzania 155
  14. Chapter 10 Preventing Escalation, Transforming Conflict: What an Ombuds May Bring to Nonprofit Organizations 173
  15. Chapter 11 Effect of Leadership on Motivation and Human Engagement in Rashtriya Swayamsevak Sangh, the Largest Nongovernmental Organization in India 185
  16. Chapter 12 Enhancing and Sustaining Team Productivity in Volunteer-Driven Nonprofits Impacted by Internal Conflict: A Perspective on Recalibrating Structure and Culture with Powerful Questions 199
  17. List of Figures 215
  18. List of Contributors 217
  19. Index 225
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