Irrational sources of conflict

Irrational sources of conflict are based on emotional and subjective causes that, unlike rational ones, have no objective basis in reality.

These conflicts arise from personal perceptions, insecurities and intense emotions, such as fear and disrespect.

Understanding these dynamics is critical to managing conflict, as logical solutions are often not sufficient to address the emotional roots of a problem.

A prime example of an irrational source of conflict is fear.

Fear is an incredibly powerful emotion, even stronger than other emotions such as love, which can also be a source of conflict.

Conflict arises when fear leads a person to act impulsively, either by trying to take something away from someone or by restricting the rights of others.

For example, an employee may be afraid of losing his position on a team and, as a result, sabotages the work of his colleagues or refuses to collaborate for fear that the success of others will put him at a disadvantage.

This conflict is not about lack of resources, but about personal insecurity and fear of being replaced.

Another fundamental irrational source is respect.

Respect is like a "social glue" that gives us the confidence to interact with others and build productive relationships.

Therefore, a perceived lack of respect can be a very powerful driver of conflict.

This type of conflict can manifest itself in two main ways.

Too much respect for oneself and too little respect for others: This attitude can lead to aggressive behavior, where one prioritizes one's own wants and needs over those of others.

An individual with this behavior pattern may assert his or her rights so forcefully that he or she restricts those of colleagues, leading to direct conflict.

Too much respect for others and too little for oneself: This does not usually lead to external conflict, but it does lead to internal conflict.

The person with this mindset may constantly give in to the desires of others, suppressing their own needs and creating internal tension that, while not visibly apparent, affects their well-being and ultimately their performance in the team.

The key to managing these irrational sources is to go beyond the surface facts and address the underlying emotions.

If a conflict is based on a colleague's perception that his ideas are not valued, a solution will not be found in the logic of the project, but in validating his feelings and reassuring him that his contribution is important.

By recognizing and addressing the emotional component, insecurities and resentment can be prevented from escalating into a larger conflict.

Summary

Irrational sources of conflict have emotional and subjective bases, with no objective grounding in reality. They arise from personal perceptions, insecurities and intense emotions such as fear, which is an incredibly powerful emotion.

Fear can lead a person to act impulsively, sabotaging others for fear of losing their position. This type of conflict is not caused by a lack of resources, but by personal insecurity.

Disrespect is another potent irrational source, manifesting as an excess of respect for oneself or others. Managing these sources involves addressing the underlying emotions rather than focusing only on the surface facts.