Informal Communication and Conflict Management: a Case Study of Mpesa Foundation Academy Staff

Abstract

Informal communication or grapevine, is a channel of communication that stretches through organizations in all directions, irrespective of the levels of authority. Grapevine arises from social interactions among the employees, and serves to describe the structure of an organization. Informal communication tends to become conspicuous when formal communication channels are closed. However, it is not clear whether informal communication contributes to conflict management, and if so, to what extent. This leaves a knowledge gap worth exploring. This study, therefore, sought to investigate the outcomes of using informal communication in managing conflicts among employees at MPESA Foundation Academy. The general objective of this study was to assess the place of informal communication in conflict management. The specific objectives were, (a) to find out the factors that lead to the use of informal communication over formal communication among employees in schools, (b) to explore the main causes of conflicts among employees in schools, (c) to assess the role of informal communication as a conflict management strategy in organizations. The study was informed by Organizational Conflict Theory and Social Network Theory. Descriptive study design was used in conducting the research. A Qualitative approach was adopted, where qualitative data was collected. Data was obtained using Focused Group Discussions, and key informant interviews. The research population included teachers and non- teaching staff. Collected data was analysed and presented thematically using the narrative form. The study found that informal communication is used as a means of communication as well as a means of managing or solving most conflicts in places of work. Furthermore, the researcher established that as a conflict management tool, has both positive and negative outcomes, although the positive outcomes outweigh the negative outcomes. The study recommends that policy makers at various levels of educational management incorporate informal communication training at various curriculums and professional development training so as to equip employees and management personnel with skills necessary in tapping into informal communication in managing and solving workplace place conflicts.