Intergroup conflict arises from the interdependence of subgroups within an organization that have differing goals and norms. It is driven by social identity theory as individuals seek positive identity from their own group. Intergroup conflict can have both functional and dysfunctional effects depending on how it is handled. Sources of intergroup conflict are primarily structural due to overlapping responsibilities between subgroups. Managing intergroup conflict involves diagnosing the issues, facilitating collaborative problem solving between groups, and addressing underlying structural causes through interventions like clarifying rules or changing personnel.

1. DYNAMICS, EFFECTS,
SOURCES, INTERVENTION
AND WAYS TO MANAGE THE
INTERGROUP CONFLICT
Intergroup Conflict

2. Intergroup Conflict
 Intergroup relationships between two or more groups
and their particular members are required to complete
the work in operating a business. Most of the times
groups link up to achieve the organization's goals,
and conflict can occur that will be called as Intergroup
Conflict.
 Intergroup conflict is expected in complex organizations
due to differentiated sub system with different goals,
objectives and norms that appear in organizational life.
This interdependence of the subsystems on tasks,
resources, and information and the heterogeneity among
them often are the major cause of conflict between two or
more departments.

3. Dynamics of intergroup conflict:
 Intergroup dynamics is also referred to as in-group, within-group,
or commonly just ‘group dynamics. Among the members of a group,
there is a state of interdependence, through which the behaviors,
attitudes, opinions, and experiences of each member are jointly
influenced by the other group members.
 It is feasible to enlighten this process with the help of social identity
theory that individuals tend to categorize themselves and others
into diverse social categories. This is done to develop a positive
social identity from their group membership. When intergroup
conflict of win–lose orientation happens, competition among
members within each group is summarized. During extreme
intergroup conflict, critical and perceptual distortions become
increasingly high. The success of one’s group is seen as superior to
those of the opposing group.

4.  Intergroup conflict may result in the appearance of
autocratic leaders and the establishment of a new power
structure. A structure of interaction is formulated that
discourages free exchange of information. In decision
process differences among in-group members that can lead
to better decisions are no longer tolerated. Any member
who questions the quality of a decision is renounced and
pressure is applied on him or her to obey the rules.
 Consequently, if bargaining is completely utilized as a
means of conflict resolution, the possibility exists that both
groups will recognize themselves as losers after the
termination of conflict. The losing group may reconsider
and alter its strategies to deal with the other group. The
winning group glorifies its leaders under whom it achieved
success.

5. Effects of intergroup conflict:
 The outcomes of intergroup conflict can be both
functional and dysfunctional. Whether conflict will
be harmful or helpful depends on the nature of
conflict and the tasks involved. The study state that
groups in competitive conditions increased quality
and quantity of their output more. Intergroup
conflict may be linked with job burnout,
dissatisfaction, stress, and so on. The consequences
of intergroup conflict may be quite dysfunctional if it
is handled through obliging, dominating, avoiding,
and compromising styles.

6. Managing intergroup conflict:
 The management of intergroup conflict entails
channeling the energies, expertise, and resources of the
members of conflicting groups for solutions to their
problems or accomplishment of organizational goals.
 The diagnosis of intergroup conflict can be executed by
means of interviews, observation, company records, and
the perceptions of the organizational members. A
complete diagnosis of intergroup conflict should include
the measurement of amount of conflict, styles of
handling conflict, sources of intergroup conflict,
organizational learning and effectiveness of the
intergroup relations.

7. Sources
 The sources of intergroup conflict are primarily
structural. Intergroup conflict in an organization results
from its structural design, which requires both system
differentiation as well as task interdependence between
departments, units, or groups. The subsystems of an
organization often depend on common resources,
material and nonmaterial, to attain their particular goals.
 Jurisdictions over property, authority, and responsibility
between two or more subsystems are not visibly defined;
hence, disagreements may take place between
purchasing and production or between line and staff

8. INTERVENTION
 Numerous intervention techniques are presented for the management of
intergroup conflict. Process interventions, such as organization
development are designed to help the participants to learn mainly
collaborative behavior to find the sources of conflict and to arrive at
solutions.
 Problem solving is planned to help the members of two groups to discover
the integrating style to handle their differences. Problem solving involves
four distinct steps i.e.: problem formulation, problem solution,
implementation of plan, implementation review.
 The organizational mirroring intervention is suitable when more than two
groups are having problems in working as one. Usually, the representatives
of the work related groups take part in an intervention exercise to confer
quick feedback to the host group as to how it is alleged. Intergroup conflict
may be increased or decreased by hiring, transferring, or exchanging group
members to increase homogeneity-heterogeneity within-between groups.
 The amount of intergroup conflict may be altered by clarifying and
formulating rules and procedures that affect intergroup relationship;
altering the system of communication between groups; developing an
appeals system; and giving valid information.