Items Description of Module

Subject Name Management

Paper Name Organisational Change and Development
Module Title Intergroup and Third Party Peace Making Intervention
Module Id Module no.-30
Pre- Basic knowledge of organisation development
Requisites
Objectives To study the components of values, beliefs and assumptions of organisation
development
Keywords Intergroup, Third party, peace-making, intervention, Organisation Development
 QUADRANT-I

Module 30: Intergroup and Third Party Peace Making

Intervention
1. Learning Objectives
2. Introduction
3. Intergroup team building interventions
4. Third party peace making interventions
5. Walton’s Approach to third-party Peace-making
6. Strategies for handling different conflicts
7. Intergroup building
8. Example
9. Summary

1. Learning Objectives

After completing this module, the students will be able to:

 What are the main Inter-group team building interventions?
 Discuss in detail Third party peace making interventions.
 Explain Walton’s Approach to third-party Peace-making.
 What are the main strategies for handling different conflicts?
 What do you understand by inter-group building?

1. Introduction

When tension, conflict or competition exists among the groups, then some predictable
things can happen. Each group may see the other as an enemy rather than a neutral object,
each group describes the other as negative stereotypes, the interaction and communication
among the two groups decrease which cut off the feedback and the data input among them.
Each group begins to prize itself and its products more positively and to degrade the other
group and its products. Each group believes and act as they can do nothing wrong and the
other group can do nothing right. Under these circumstances, the groups may commit acts
of various kinds against the other group. This may lead to conflict among the two groups.
Most people are aware of the patterns of the behaviour of groups in conflict. But few
people know the way to eliminate and to get over that conflict and to avoid its
consequences. There are various strategies available for the reduction of intergroup
conflicts. It includes a common enemy, common enemy means involvement of an outside
object or group that both groups dislike and this may lead to bringing of both the groups
together. It also includes the increasing of the interaction and communication among the
groups. The increased interaction and communication among the groups will lead to
positive sentiments and positive feelings. The strategy of finding a superordinate goal is also
a significant strategy to remove conflict. The superordinate goals are the one that both
groups desire to achieve but neither can achieve without the help of other group. Rotation
of the members of the groups and providing them some forms of training are also a form of
strategy used for the reduction of intergroup conflicts among the groups. Even by using the
above mentioned strategies, the intergroup conflicts may not be solved. Even the dynamics
of conflicts and its resolution between two persons in organizations are similar to between
group conflicts. The interventions of the conflict resolution are important and they have
serious impact on intergroup and interpersonal conflicts on team and organizational
functioning and also on human satisfaction.

2. Intergroup team building interventions

The main aim of the team building group of organizational development interventions is on
improving the intergroup relations. The main goals of these activities are as follows:

 To increase communication and interaction between work-related groups

 To reduce the amount of dysfunctional competition
 To replace the parochial independent point of view with an awareness of the
necessity for interdependence of action calling for the best efforts of both groups.

The significant amount of the dysfunctional energy is spent in communication,

misunderstanding, miscommunication and misperception is not uncommon between
groups. Organizational reward structures often encourage the behaviour through emphasis
on unit goal attainment as contrasted with total organizational goal achievement.
Organizational development methods provide the manners of increasing the intergroup
cooperation and communication.

There is one set of activities which was given by Blake, Shepard and Moutan which is widely
applicable on the situations where relations between groups are strained and overtly
hostile. The main steps in this set of activities are as follows:

i. Identify the Issue: Firstly, the leaders of the two groups which have conflicts meet
with the consultant and they are asked to think about getting the relations among
the two groups better. They are also asked to think about the manners, mechanism
and procedures that may improve intergroup relations. Their agreement on the
willingness to search for the mechanism is all that they are asked to commit
themselves at the time. If the two groups under conflict agree with some prior
planning as to time and place, the following activities take place among them.
ii. Convene the Group: Then the intergroup intervention begins on getting the two
groups agreed on the fact that they want to solve the conflict. The two groups meet
in separate rooms and build two lists. In one list, they give their thoughts, attitudes,
feelings and perceptions of the other group, i.e. what the other group is like, what it
does that gets their way and so on. In the second list, the group attempts to predict
the other group’s dislikes and how the other group sees them and so on. These two
lists having positive and negative forms are prepared by both the groups.
iii. Provide group training: Then the information on the lists prepared is shared by both
the groups. Group A reads its list how it sees group B and what it dislikes about
group B. similarly the group B reads its list of how it sees group A and what it dislikes
about it. The consultant imposes a rule of no distinction of the items on the list and
limits the questions to clarify the meaning of the lists only. Next, the group A reads
its list of what is expected, what group B will stay about it and group B reads its list
of what it thinks about group A and what group A thinks about it.
iv. Address the issue: The two groups return the separate meeting places and are given
two tasks. First, they react to and discuss what they have learned about themselves
and the other group. It generally happens that many areas of disagreement and
friction are discovered to rest on misconceptions and miscommunication; these
 issues are readily resolved through the information shared on the lists. The
differences between the two groups are not seen to be great as it was imagined and
the problems between them are seen to be fewer than imagined. After this
discussion, the group is given a second task to make a list on priority issues that still
needs to be resolved between the two groups. The list is generally smaller than the
original list. Each group makes such a list.
v. Dissolve the group: Then both the groups come together and they also share their
lists with each other. Then after the comparison of the lists, one list is prepared
which contain the issues and problems which can be resolved. They also set
priorities on those items which are more important.
vi. Follow up action: Then a follow up is done by the inter groups team building activity,
a meeting of the two groups and their leaders is arranged so as to determine which
actions have occurred and to assess how the groups are performing their action
plans.

3. Third party peace making interventions

Third party interventions mainly focus on the conflicts arising between two or more people
in the same people within same organisation. Conflict is inherent in groups and
organisations and can arise from a variety of sources comprising of the differences in
personality, task oriented, goal inter dependence and perceptions among group members
as well as competition for scarce resources. Third party interventions vary considerably
depending upon the kind of issues and underlying conflict. Conflict can arise over the
substantive issues like work methods, pay rates and conditions of employment, etc. the
conflict can also arise from interpersonal issues like personality and misconceptions. When
applied to substantive issues, conflict resolution interventions often involve resolving labour
management disputes through arbitration and mediation. Like when union and
management representatives cannot resolve a joint problem they can call the Federal
Mediation and conciliation service to help them to resolve the conflict.

When the conflict involves interpersonal issues, however organisational development has
developed the approaches which help to control and resolve it. This third party peace
making interventions help the parties to interact with each other directly, facilitating the
diagnosis of the conflict and its resolution. The ability to facilitate conflict resolution is a
basic skill in the organisational development and it applies to all of the process
interventions.

4. Walton’s Approach to third-party Peace-making

Third party interventions into conflict resolution have the potential to control and to resolve
the conflict. R. E. Walton has presented the statement of theory and practice for third party
peace-making interventions which are important in both on the rights and role for
organisational development. The main feature of the third party peace-making intervention
is confrontation. The two parties must be willing to confront the fact that there is existence
of the conflict and moreover it also has the consequences for the effectiveness of the two
parties involved. The third party must know how, when and where to utilise the
confrontation tactics which expose the conflict for examination. The third party diagnosis
the conflict situation, Walton has presented a model of interpersonal conflict based on four
elements, namely, conflict issues, precipitating circumstances, conflict relevant facts and
consequences of the conflict. For appropriate and accurate diagnosis there is need for
important source of conflict.

Walton has provided the following ingredients of the productive confrontation:

 Mutual positive motivation

 Balance in the situational power of two principles
 Synchronisation of their confrontation efforts.
 Appropriate pacing of the differentiation and integration phase of a dialogue
 Conditions favouring openness in dialogue
 Reliable communicative signs
 Optimum tension in the situation

The third party will intervene directly and indirectly in facilitating the dialogue between the
principles.
 5. Strategies for handling different conflicts

The strategies for handling different conflicts as suggested by M. G. Newport are as follows:

 Parties may avoid conflict by reducing the frequency of meeting and discussion on
such issues on which they have conflicting news. This provides a period for them to
cool down their tempers.
 The second strategy involves the use of constraints and regulation by both the
parties. In the meeting they may be advised to exercise restraint on their expression
of views.
 The third strategy related to the coping mechanism by either managing sympathy
from the co-workers or by creating alternative ways of living and performing work in
the organisation in order to escape from the conflict.
 The fourth strategy relates to the resolution of conflict. It requires a detailed analysis
of the underlying factors at work and the feelings of the persons involved.

Consequently, the resolution of the conflict requires open confrontation with another in the
presence of the consultant. The consultant will play an effective role in bringing the
conflicting parties to the conference table; he will channelize their discussion towards
fruitful conclusion.

6. Intergroup building

One of the most important dimensions of the organisational development is the

phenomenon of the intergroup relations. The powerful influence of the group life on the
organisational effectiveness is no longer a matter of doubt. Organisations are made up of
both types of groups, viz., formal and informal groups, and these groups have a powerful
impact on the individuals and also on the organisational system. Membership in the group
creates a strong bond among the individual members and deep loyalties among the group
itself. Groups develop their own operating procedures and their own standards of behaviour
and also their own attitudinal norms. All of this phenomenon contribute to the commonality
of the group and enhance the commitment of its members.
When two or more groups develop distinctly different subcultures, high cohesiveness
among their members, and are independent in achieving their goals, the relationship
between or among these groups become an important element in goal achievement. It is
due to this that interdependent nature of the relationship magnifies and intensifies any
conflicts that could arise between them. Intergroup relations are among the most significant
and the most complex factors in organisational life. When the relationships in the
organisation are pleasant, then the goals of the organisation are likely to be achieved and
also the individual goals can be achieved. However, when the groups are in conflict, they
tend to expand much of their time, energy and resources in coping up with the conflict,
dealing with its consequences, dealing with its consequences and in maintaining minimal
contact. Conflicts between the groups can be similar to conflict between persons, frequently
contains a mixture of these elements. In fact, the difficulties in resolving substantive conflict
can create emotional or affective conflict to the point where the real issues are lost yet the
conflict is likely to remain. The methods of conflict resolution differ according to different
types of conflicts. Substantive conflict problem solving is more tasks oriented which
concentrates on creative ways of defining roles, on restructuring the organisation and so on.
In the case of affective problem solving, conflict resolution involves surfacing feelings,
revealing hidden objectives, correcting misperceptions between groups and developing skill
in feedback processes.

Some of the integrating activities are as follows:

 Cross-group problem solving: Representatives from each group are selected to

formulate alternative solutions to the problems in the relationships.
 Exchange of group members: Individuals from each group may spend a portion of
their time with the other group in order to understand better its functions, methods
and cultures.
 Use of outside consultants to work with key people: The relationship between
groups is a product of the relationship between groups is a product of the
relationship between key personnel in each group. If these individual relationships
are improved, group relationships may also be improved.
Intergroup building is at best a difficult process which sometimes requires several
repetitions of the differentiation-integration processes. The degree of effective change in
the relationship depends upon the extent to which the differentiation and integration have
been achieved.

7. Example

People have different professional needs and concerns as they progress through their career
and life stages. They want to have a proper work-life balance between their personal and
professional lives, i.e. home, family, community responsibilities. Technological changes have
altered organisational structures and systems dramatically and global competition has
forced organisations to redefine how work gets done. These processes and concerns have
forced individuals and organisations to redefine the social contract that bind together.

8. Summary

When tension, conflict or competition exists among the groups, then some predictable
things can happen. Each group may see the other as an enemy rather than a neutral object,
each group describes the other as negative stereotypes, the interaction and communication
among the two groups decrease which cut off the feedback and the data input among them.
Each group begins to prize itself and its products more positively and to degrade the other
group and its products. Each group believes and act as they can do nothing wrong and the
other group can do nothing right. Under these circumstances, the groups may commit acts
of various kinds against the other group. This may lead to conflict among the two groups.
Most people are aware of the patterns of the behaviour of groups in conflict. But few
people know the way to eliminate and to get over that conflict and to avoid its
consequences. There are various strategies available for the reduction of intergroup
conflicts. It includes a common enemy, common enemy means involvement of an outside
object or group that both groups dislike and this may lead to bringing of both the groups
together. It also includes the increasing of the interaction and communication among the
groups. The increased interaction and communication among the groups will lead to
positive sentiments and positive feelings. The strategy of finding a superordinate goal is also
a significant strategy to remove conflict. The superordinate goals are the one that both
groups desire to achieve but neither can achieve without the help of other group. Rotation
of the members of the groups and providing them some forms of training are also a form of
strategy used for the reduction of intergroup conflicts among the groups. Even by using the
above mentioned strategies, the intergroup conflicts may not be solved. Even the dynamics
of conflicts and its resolution between two persons in organizations are similar to between
group conflicts. The interventions of the conflict resolution are important and they have
serious impact on intergroup and interpersonal conflicts on team and organizational
functioning and also on human satisfaction. Third party interventions mainly focus on the
conflicts arising between two or more people in the same people within same organisation.
Conflict is inherent in groups and organisations and can arise from a variety of sources
comprising of the differences in personality, task oriented, goal inter dependence and
perceptions among group members as well as competition for scarce resources. Third party
interventions vary considerably depending upon the kind of issues and underlying conflict.
Conflict can arise over the substantive issues like work methods, pay rates and conditions of
employment, etc. the conflict can also arise from interpersonal issues like personality and
misconceptions. When applied to substantive issues, conflict resolution interventions often
involve resolving labour management disputes through arbitration and mediation. One of
the most important dimensions of the organisational development is the phenomenon of
the intergroup relations. The powerful influence of the group life on the organisational
effectiveness is no longer a matter of doubt. Organisations are made up of both types of
groups, viz., formal and informal groups, and these groups have a powerful impact on the
individuals and also on the organisational system. Membership in the group creates a strong
bond among the individual members and deep loyalties among the group itself. Groups
develop their own operating procedures and their own standards of behaviour and also
their own attitudinal norms. All of this phenomenon contribute to the commonality of the
group and enhance the commitment of its members.