Why does conflicts arise in groups?

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What are the various reasons for group conflicts?

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(1) Goals and Their Incompatibility—intergroup conflict arises because of goal incompatibility, that is, goal attainment by one group may prevent or reduce the level of goal attainment by one or more other groups. The conflict between marketing and production departments in business organisations is classic example of this conflict. Similarly, such conflict arises in line and staff departments, as discussed earlier, Labour-management conflict also arises because of incompatibility of goals. This conflict, however, is affected more by distributive and integrative sub process, discussed further.
Though goal incompatibility is the cause of intergoup conflict, it is unlikely that widespread goal incompatibility of win-lose variety within an organisation is frequent. A win-lose situation exists when once group's goal attainment is at the direct expense or cost of another group. Thus goal incompatibility among groups is more often a mixed, rather than a total win-lose variety. Thus the degree to which two or more groups perceive goal incompatibility will affect the degree of conflict.
Resource Sharing—The relations between two groups can be affected by the degree to which the two groups draw from a common pool of resources, and the degree to which this common pool of resources is adequate to meet the demands of both the groups. Thus conflict of this nature arises because of the discrepancy between aggregated demand and available resources. Each party to the conflict has an interest in making the total resources as large as possible, but also in securing as large a share of them as possible. The conflicts between management and labour union are quite common in all types of organisations. Such conflicts take place on the quantum of wages, amenities, working conditions, and other related matters. The basic reasons for such conflicts are identification of incompatible goals followed by the distribution patterns of available resources. The group conflicts, particularly between management and labour, have proved to be quite detrimental in Indian economy in recent years. Such conflicts are so important that some official machinery is provided for resolving these conflicts. For example, various provisions have been made under the Industrial Disputes Act, 1947 for the reconciliation of labour-management conflicts.
(3) Task Relationship—Each group in the organisation is related with others, as these are created through organisation structure. Depending upon the type of task relationship, groups may perceive conflict.
Interdependent task relations exist when two groups coordinate or collaborate with one another. Coordination exists when the subtasks allocated to different groups need to be sequenced and agreed upon by the two groups. Collaboration occurs when the two groups share joint responsibility for certain tasks. A dependent task relationship exists between two groups if one group is dependent upon the former for resources. A dependent tasks relationship may result in one group having the ability to dictate or unilaterally determine the outcome of their interaction. The conflicts arise in these relations if a group exceeds its authority. For example, if staff departments influence in the decision making process well in excess of the advisory roles assigned to them, the conditions for conflict exist.
(4) Absorption of Uncertainty—In order to manage uncertainty, organisations assign certain group or individuals to deal with it. The group may make decisions or set premises for decision-making for other groups. Conflicts arise when uncertainly absorption by one group is not in accordance with the expectations of other groups.
(5) Attitudes—The set of the attitudes that members of various groups hold towards each other can be the cause of conflict. If the group relations begin with the attitudes of distrust, secrecy, competitiveness and closed communications there is a possibility of negative relationship resulting in conflicts.