Glasgow Caledonian University

Table of Contents

Introduction ................................................................................................................ 3

Diversity and Conflict in Theory ............................................................................... 4

What is diversity? ..................................................................................................... 4

How does diversity lenses such language, national origin and gender cause conflict

in the workplace? ..................................................................................................... 5

Language ..................................................................................................................... 5

National origin .............................................................................................................. 6

Gender ......................................................................................................................... 6

How can we manage conflict effectively in a diverse workplace?............................. 8

Communication ............................................................................................................ 9

Cooperation ................................................................................................................. 9

Cross-cultural training programmes ........................................................................... 11

Diversity and Conflict in Practice ........................................................................... 12

Conclusion ............................................................................................................... 13

References ............................................................................................................... 15

Appendences ........................................................................................................... 21

2
Introduction

Diversity in the workplace is a complex phenomenon yet significant to grasp for effective

people management in all aspects of life specifically in the workplace, as cooperation will

be required among the workforce to achieve their goals and the overall objectives of their

employer. Despite setting legislations that regulate nationality, gender and culture

differences among others in organizations, an effective diversity strategy goes beyond

legislative adherence and aims to maintain a healthy working environment where it

promotes collaboration rather than conflict.

In this paper, we look at the meaning of diversity and conflict first. Then, language,

national origin and gender diversity and the potential conflict that might occur within will

be critically examined. Next, we address the types of conflict that might arise in the

workplace. Fourthly, an outline of potential steps in which organizations can implement to

manage conflict successfully within a diverse workplace will be discussed. Finally, we will

discuss some examples of some challenges, issues, and scenarios that demonstrate the

significance of developing and improving diversity awareness in an organisation.

3
Diversity and Conflict in Theory

What is diversity?

There is no one precise definition of diversity as it can’t only be conceptualized.

Researchers have defined the concept variously over the years. Without getting into the

historical background in detail, diversity was first acknowledged as a notion mainly in

1943 till date (McCormick 2007) and is still developing till present. In fact, many authors

in this field called for more study in this area (Cox 1995; Morrison 1995; McCormick

2007).

Despite the numerous theories on diversity, many define diversity as the dissimilarities

among the group such gender, race, culture, personality traits, beliefs, values,

experience, age, and cognitive styles (Green, et al. 2002; van Knippenberg, et al. 2004;

Harrison & Sin 2006; Woods, et al. 2010). In present, most known organizations consist

of individuals who are different in capabilities, nationality, and gender (King, et al. 2009).

Having said that, per Corkindale (2007), working in a diverse team can make the

atmosphere exhausting. To explain this effect, the diversity literature considers the

phenomenon of ‘homophily’ which suggest that ‘individuals are mostly attracted to those

like them and are more likely to shape relationships with them, which makes social

4
integration and identification in a heterogeneous group more involved (Ibarra 1992;

1993).

The dissimilarities perspective may have been derived from the Social Identity and the

Self-categorization Theory. According to these theories, people tend to identify, classify

and evaluate themselves and others into various social categories (Tajfel & Turner 1985;

Hogg 1987). Thereby, researchers use the social theories as an underlying foundation

to apply in diversity research to explain the behaviour of individuals, such conflict in a

diverse workforce. However, the main criticism of social theories was the fact that it

analyses interactions with others in-groups without out-groups (Hogg & Abrams 1988).

How does diversity lenses such language, national origin and gender cause

conflict in the workplace?

The dissimilarities in organizations mentioned previously might lead to ‘conflict,’ which is

just referred to as the tension and disagreement between two individuals or a group of

people working together (De Dreu & Weingart 2003; Pelled, et al. 1999; Jehn 1994).

Language

Language differences can affect the perceived relative status of the individual, and the

performance of the employee, which further contribute to discrimination (Horan 1976).

Interestingly, culture and national origin are closely connected to language differences

(Pedrioli, 2011). In fact, Meitus (2007) argues:

5
 “ Language is an integral part of national origin because language is

a reflection of a person’s culture and ethnicity. As a result,

discrimination can occur based on the language a person speaks

(P. 915)”

National origin

The presence of workgroup members with strong nationalistic and heterogeneity

attitudes is one of the most notable and influential diversity forms for a fundamental

reason (Ayub & Jehn 2006; King, et al. 2009). It is very common that global political

events influence the behaviour of a diverse workgroup due to national history and current

events for example of the nations involved in one diverse group or team (Ayub & Jehn

2006).

Gender

Gender differences did and still are causing conflict in the workplace; conflict theory

denotes that men are attempting to maintain power and excellence to disadvantage

women. Hence, men might be perceived as the dominant group and females as a

subordinate group (Boundless 2016). Thereby, conflict usually arises when women are

acting equally or become part of that power as some men might resist this idea. The

former fits well with what have been discussed above in the Social Identity and the Self-

categorization Theory where say men tend to identify, classify and evaluate themselves

6
and others into various social categories causing conflict when it goes against their

wishes (Tajfel & Turner 1985; Hogg 1987). Moreover, according to a study called Global

Gender Gap Report conducted on 2016, Western Europe has a remaining gender gap of

less than 33%, while East Europe 30%, Sub-Saharan Africa 32.1%, East Asia 31.7% and

the Middle East 40%. We can conclude, as the gap remain, there will still be conflict in

workplaces where performance is significant to succeed and to do so these conflicts will

need to be managed.

As seen from the former, despite that diversity among workers increases creativity and

performance especially in sectors aiming to create and market new products locally or

globally such fashion marketing and banking, it can be argued that working with

heterogeneous groups can entail negative emotions which may cause various types

conflict, as follows:

 Intragroup conflict: this occurs due to different behaviours, needs and

attitudes. It impacts the effectiveness of the group members (Jehn 1994)

 Intergroup conflict: in this type, conflict is among different teams within an

organization caused by its diversity (Jehn 1994)

7
  Interpersonal conflict: is the disagreement between two individuals due to

their different background experiences and values. This type happens

because of individual act and interprets things in a different way. Jehn (1994)

 Task conflict: the disagreement among group members on tasks

accomplishments and responsibilities as well as differences in perspectives,

goals, decisions and opinions. A good example is when a manager requests

an irrelevant task from an employee or a team (Behrman 2012).

 Socio-affective conflict: (described as emotional or relationship conflict) is

characterised by interpersonal incompatibilities among group members i.e.

tension animosity.

How can we manage conflict effectively in a diverse workplace?

It is said when conflict is managed effectively it can result in enhanced performance,

practices, and a better cohesive workgroup (Bisno 1988; Rahim 1989), below are some

important approaches to decrease or manage in diverse organizations:

8
Communication

Effective communication and openness are associated with fewer conflict events and

productive reactions to conflict. According to Ayoko (2007), such an approach will be

positively related to group’s task performance, it will moderate the relationship between

adverse reactions to conflict, bullying behaviours and it will potentially decrease

emotional responses to bullying. LinkedIn CEO, Jeff Weiner, who believe his way of

managing diversity “managing compassionately” starts with comprehending individual’s

different way of perception (Weiner 2012). Mr. Weiner’s belief is perhaps aligned with

Leonard’s who believes that “effective management requires supervisors to know what

employees are saying and how they feel “(2004, p. 134).

Cooperation

Campion, Medsker, and Higgs (1993) observe that behaviour, which includes offering

help and assistance, being receptive to others’ ideas and opinions, and working toward a

consensus for the good of the group, can subdue conflict and influence positive

interaction. Interactions characterized by cooperation offer opportunities for learning

(Sonnentag 2001) as well as coordination of involvement in parallel tasks (Guastello &

Guastello 1998).

The five conflict management styles are primarily based on promoting assertiveness and

cooperation. Thomas and Kilmann (1977) identified five modes for responding to conflict

situations briefly (Monty, 2017) see appendix (A):

9
 Competing:

This mode indicates high assertiveness and low cooperativeness. These workers

will aim to fulfil their needs aggressively and unresponsively to others.

 Collaborating:

This mode indicates high assertiveness and high cooperativeness. These workers

tend to address their needs while considering other employees needs. They make

excellent managers as they attempt to achieve win-win outcomes.

 Avoiding:

This mode indicates low assertiveness and low cooperativeness. These workers will

likely withdraw from conflict situations where they won’t fulfil either their needs or

others.

 Accommodating:

This mode indicates low assertiveness and high cooperativeness. These workers

will stand up for others to maintain harmony without considering their side in

conflicts. They perceive conflict as a lose-win.

 Compromising:

This mode indicates high assertiveness and moderate cooperativeness. These

workers will try to reach a solution in the middle, or not side with any party in a

conflict to maintain relationships.

10
Cross-cultural training programmes

Black and Mendenhall (1990) encourage developing cognitive, affective and behavioural

knowledge about cultural differences in which they believe will actually diminish the

negative impact of cultural diversity on group conflict and group outcomes. However,

cultural learning can be nevertheless a long process. Rousseau (1995) suggests that

group members engage in explicit psychological contracts where they can equally expect

to give and receive. He argues that this undertaking will have a homogenous effect on

the groups’ attitudes, beliefs, and values, which in turn is likely to lead to less conflict and

more favourable group outcomes. Mujtaba (2014) shares a similar view that expanding

and increasing people’s awareness about the merits of understanding differences and

resolving conflicts the more harmonious & compatible with the organizational values, the

less the conflict.

11
Diversity and Conflict in Practice

Having discussed the theoretical aspects of diversity conflict, below are examples of

some challenges, issues, and scenarios that demonstrate the significance of developing

and improving diversity awareness in the workplace.

A relevant case is the ‘Greco-Turkish war’ which is the Turkish invasion of Cyprus, and

the dispute over the Aegean Sea have profoundly impacted the way in which interactions

between the citizens of these two states are done. Both Greek and Turkish individuals

nowadays work together in organizations, and when one worker refers to Cyprus as

Turkish while another employee refers to it as Cypriot, it substantially triggers intergroup

conflict. This conflict caused by the diversity in its national origins workers will create

Socio-affective (emotional or relationship conflict) and tension among workers leading to

negative emotions disharmonious performance. This conflict may be as a result of

homophily phenomena addressed in the first section of this report.

Another diversity lens discussed in this paper is language differences. In bilingual

workplaces, for instance, employees must be cautious not to say anything in one

language that they wouldn't say in another. As speaking with other workers in a language

that other colleagues can’t understand intentionally to prevent them from following

12
conversations might cause Intra-group conflict. This behaviour may be perceived as

disrespectful or in other events could lead to serious issues.

The third lens of diversity is gender, the issues of pay-gap and discrimination in hiring

women, for example, are up to date discussed globally, things nowadays have

significantly changed, however, it remains a problem in many countries. In Saudi Arabia

due it’s culture, women are seen as minors and yet have to have male guardians to

approve or disapprove their employment. This causes negative emotions between

women and men colleagues or between when a male manager distributes tasks among

the team or when a woman manages men; as many men in Saudi are brought up to

believe women are minor and thus affects the performance of women due interpersonal

and Socio-affective conflict. Similarly, in South Africa and China, for example, are also

seen as minor and are still not seen a lot in at a board level for example.

Conclusion

This report scouted language, national origin, and gender diversity in organizations,

which induces conflict in the workplace. Despite the sector of an organization, managing

diversity as seen above can be exhausting but resolving is significant for the business

continuity and its healthy environment. Indeed, managers and supervisors need to

13
understand those differences and might have to refer to the five conflict modes in conflict

situations. In situations such national origin conflict as well as gender and language the

best style of conflict might be the aspects where higher cooperation, managers must

promote behaviours such offering help and assistance, being receptive to others’ ideas

and opinions as it will have to influence positive interaction. Another important aspect is

“effective management” where supervisors, employers or top managers must know what

employees are saying and how they feel, this is an excellent way for successful

communication.

Indeed, workers of a different national origin, language and gender need to understand

and respect the views of others to find a firm common ground at work. This is mostly

done through Diversity Awareness Programs which will have a harmonious & compatible

effect on organizations which means less conflict.

The correlation between diversity and conflict has been long studied by researchers and

yet needs to be understood and studied more. It can be emphasized that gender,

language, and national origin differences can influence people’s behaviors at work when

interacting. These differences can’t be neglected or else will cause conflict, and

grievance at times. If conflict caused by diversity is managed correctly, this will

eventually develop satisfaction and harmony between teams or members of an

organization or institution and hence workplace productiveness.

14
References

Ayoko, O. B. (2007) Communication openness, conflict events and reactions to conflict in

culturally diverse workgroups. Cross Cultural Management. 14(2), 105-124. Available

from: DOI 10.1108/13527600710745273 [Accessed 6th March 2017].

Ayub, N., & Jehn, K. A. (2006) National diversity and conflict in multinational workgroups:

The moderating effect of nationalism. International Journal of Conflict Management.

17(3), 181-202. Available from: DOI 10.1108/10444060610742317 [Accessed 9th March

2017].

Behrman, E. (2012) Four Classifications. Types of Conflict. Weblog. Available from:

http://www.types-of-conflict/ [Accessed 7th March 2017].

Black, J. S., & Mendenhall, M. (1990) Cross-Cultural training effectiveness: a review and

theoretical framework for future research. Academy of Management Review, 14(1), 113-

36.

Bisno, H. (1988). Managing Conflict. Beverly Hills, CA: SAGE Publishing.

Boundless. (2016). The Conflict Perspective. [online] Available at:

https://www.boundless.com/sociology/textbooks/boundless-sociology-textbook/gender-

15
stratification-and-inequality-11/sociological-perspectives-on-gender-stratification-87/the-

conflict-perspective-504-4554/ [Accessed 1 Apr. 2017].

Campion, M. A., Medsker, G.J., & Higgs, C. A. (1993) Relations between Workgroup

Characteristics and Effectiveness: Implications for Designing Effective Work Groups.

Personnel Psychology, 46(3), 823-850.

Corkindale, G. (2007) Navigating cultures. International Business. Weblog. Available

from: https://hbr.org/2007/06/navigating-cultures [Accessed 9th March 2017].

Cox, T. (1995) The complexity of diversity: Challenges and directions for future research.

In: S.E. Jackson & M.N. Ruderman (eds.) Diversity in work teams. Washington DC:

American Psychological Association Publishing. 


De Dreu, C. K. W., & Weingart, L. R. (2003) Task versus relationship conflict and team

effectiveness: a meta-analysis. Journal of Applied Psychology. 88(14), 741-749.

Green, K., López, M., Wysocki, A., Kepner, K., Farnsworth, D., & Clark J. L. (2002)

Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools.

University of Florida. 1-3.

16
Guastello, S. J., & Guastello, D. D. (1998) Origins of coordination and team

effectiveness: A perspective from game theory and nonlinear dynamics. Journal of

Applied Psychology, 83(9), 423–437.

Harrison, D. A., & Sin, H. S. (2006) What is diversity and how should it be measured? In:

A. M. Konrad, P. Prasad, & J. K. Pringle (eds.) Handbook of workplace diversity.

Newbury Park, CA: Sage, pp191-216.

Horan, M. A. (1976) Cross/Trans/Intercultural communications training: What it is - what it

is not. Training and Development Journal, 30(11), 26-30.

Hogg, M.A. & Abrams, D. (1988) Social identifications: a social psychology of intergroup

relations and group processes. London, Routledg Publishing.

Hogg, M. (1987) Social identity and group cohesiveness. In: J. C. Turner (ed.)

Rediscovering the social group: a self-categorization theory. New York, Basil Blackwell,

pp. 89-116.

Ibarra, H. (1992) Homophily and differential returns: sex differences in network structure

and access in an advertising firm. Administrative Science Quarterly. 37(14), 422–477.

Ibarra, H. (1993) Personal networks of women and minorities in management: a

conceptual framework. The Academy of Management Review. 18(9), 56–87.

17
Jehn, K. (1994) Enhancing effectiveness: An investigation of advantages and

disadvantages of value based intragroup conflict. International Journal of Conflict

Management, 5(16), 223-238.

Jones, J. (1976) Thomas-Kilmann Conflict Mode Instrument. Group & Organization

Management, 1(2), 249-251.

King, E. B., Hebl, M. R. & Beal, D. J. (2009) Conflict and cooperation in diverse

workgroups. Journal of Social Issues. 65(2), 261-285. Available from: DOI

10.1111/j.1540-4560.2009.01600.x [Accessed 10th March 2017].

Leonard, J. (2004). Bilingualism and Equality: Title VII Claims for Language

Discrimination in the Workplace. University of Michigan Journal of Law Reform, Vol. 38,

pp. 57-127.

McCormick, K. A. (2007) The evolution of workplace diversity. Dallas, Littler Mendelson

Publishing. Available from: DOI http//d.doi.org.gcu.idm.oclc.org/10.4135/9781848608092

[Accessed 17th March 3017].

Meitus, M. (2007). English-Only Policies in the Workplace: Disparate Impact Compared

to the EEOC Guidelines. Denver University Law Review, Vol. 84, pp. 901-925.

18
Morrison, A. M. (1995) closing the gap between research and practice. In: S.E. Jackson

& M.N. Ruderman (eds.) Diversity in work teams. Washington DC: American

Psychological Association Publishing.

Monty, S. (2017) Emotional Intelligence Should be Easy in the Digital Age. Available form

http://www.scottmonty.com/2015/07/emotional-intelligence-should-be-easy.html

[Accessed 21th March 2017].

Mujtaba, B. G. (2014) Managerial Skills and Practices for Global Leadership. Florida,

ILEAD Academy Publishing.

Pedrioli, C. (2011). Respecting Language as Part of Ethnicity: Title VII and Language

Discrimination at Work. Harvard Journal on Racial & Ethnic Justice, [online] 27, pp.1-29.

Available at: http://works.bepress.com/carlo_pedrioli/12/ [Accessed 6 Apr. 2017].

Pelled, L. H., Ledford, G. E., & Mohrman, S. A. (1999) Demographic dissimilarity and

workplace inclusion. Journal of Management Studies, 36(77), 1013-1031.

Rahim, M. A. (1989) Managing conflict: An interdisciplinary approach. New York, Praeger

Publishing.

19
Rousseau, D. M. (1995) Psychological contracts in organizations: Understanding written

and unwritten agreements. Newbury Park, CA: Sage Publishing.

Sonnentag, S. (2001) High performance and meeting participation: An observational

study in software design teams. Group Dynamics: Theory, Research, and Practice, 5(1),

3-18.

Van Knippenberg, D., De Dreu, C. K. W., & Homan, A. C. (2004). Work

Group diversity and group performance: An integrative model and research agenda.

Journal of Applied Psychology, 89, 1008–1022.

The Global Gender Gap Report (2016) World Economic Forum. [online] Available at:

https://www.weforum.org/reports/the-global-gender-gap-report-2016 [Accessed 6 Apr.

2017].

20
Appendences

Appendix A:

(Monty, 2017)

21