Chapter 11 focuses on conflict which occurs in any type of sport organization. Conflict has many different definitions. The one that I think is the best definition that the book provides is that conflict is a "breakdown in the standard mechanisms of decision making so that an individual or group experiences difficulty in selecting an action alternative" (Slack and Parent, 217). One thing that is pertinent to an organization is that they realize when a conflict arises or exists. That is essential because, clearly, nothing can be resolved if no one recognizes that something needs to change. Another key element to a conflicting situation is that it must involve two or more parties that are in opposition to one another. One of the opposing parties must be involved in keeping the other parties from accomplishing their goals. This is what the book calls blocking behavior which then results in some sort of emotional response whether it be anger, frustration, etc. These are the components that must be in place for there to be a conflict within an organization.
The chapter highlights the importance of identifying which parts of the organization are involved in the conflict. In other words, if the conflict is between departments at the same level it is known as horizontal conflict. If it arises between departments of different hierarchal levels, it is known as vertical conflict. The reason that is important to identify where the conflict arises is because it helps to determine who has the authority to resolve the conflict at hand.
The conflict process is described in the book as Pondy's five-stage model. The first stage is the latent stage of conflict which is essentially when there is competition for resources, a drive for autonomy, or a divergence of goals within departments. The second stage of this model is perceived conflict which means that, at this stage, it has become known that a conflict exists within the organization. The third stage is called felt conflict which is when emotional responses occur, for example, anger and frustration. The fourth stage is manifest conflict which, as Slack and Parent puts it, "is when some sort of adversarial behavior is exhibited, ranging from apathy and rigid adherence to rules to violence and physical abuse, although thankfully the latter is rare in sport organizations" (Slack and Parent, 222). The last stage of Pondy's model is called conflict aftermath. In this stage, the conflict either has been resolved or not which affects the future of the organization and what lies ahead.
-Kristen Dockery
Vertical conflict as mentioned above can be found in many different organizations throughout the United States. This can be found in so many different sports. The most recent example of different levels interfering with each other came with the Tennessee Titans football team. The coach is hired on to make all the coaching decisions on and off the field that will allow the team to win the game. The owner is the man that owns the team and hires on the staff that he feels will make the best decisions to get the team a championship. Just last week the owner came out publically to the press saying that he wanted the back-up quarterback Vince Young to start over Kerry Collins. This created some conflict on a vertical level within the organization, but the coach feeling the pressure from the owner went along with the decision and it paid off in the long run. In most cases the owner stays out off the coach’s lane when it comes to player decisions, but in this case the owner stepped in and the results cemented a win for the team.
Vertical conflict seems to be the predominant form of conflict in sports organizations, but horizontal conflict is also a common sight. In the Raiders organization, you have coaches fighting each other. An example from a little higher in the employee hierarchy is from back in training camp when Oakland Raiders coach Tom Cable punched a fellow coach in the jaw during an argument. You also see conflict amongst players. Examples include Peyton Manning and kicker Mike Vanderjagt, whom Peyton called "An idiot kicker", after missing a game deciding field goal. Another horizontal conflict which made a lot of press was the famed "Shaq vs. Kobe" feud. Both had superstar ego's on a team with room for just one. In the end, ownership decided to make Kobe the sole superstar of the Lakers, trading Shaq to the Miami Heat. Horizontal conflict doesn't seem as predominant, but I feel it is harder to deal with, as someone from higher up usually has to intervene.