In our last blog, we explored how conflict can be a positive force in organizations and personal relationships. Today, we’ll talk about why conflict happens, and how to leverage it for positive change.
 
Why Does Conflict Occur in Organizations?
 
Conflict arises in organizations, between individuals and even between states when a person or group perceives another person or group as interfering with their needs. It involves a subjective perception and belief that one’s needs are being threatened by the other person or group. Those needs may be basic such as food, water, shelter, or more complex such as the need to feel valued by co-workers.
 
What Can We Do?
 
When it comes to conflict, what’s the best thing we can do for our organizations? – Let Conflict Surface!
 
This may feel scary or counterintuitive, but conflict cannot be dealt with in any substantive way without bringing it out. Latent conflict, which bubbles under the surface can impact relationships and productivity in just as destructive of a way (if not more) than manifest conflict which is when conflict becomes observable to those involved and bystanders. We want to work to create spaces and pathways within the organization for conflict to surface and be resolved.
 
Conflict Types
 
Although we want to surface conflict so that it can be addressed, not all types of conflict are always good. We want to work to encourage the constructive types of conflict, such as substantive conflict and minimize less constructive types such as affective or process conflict.
 
Substantive conflicts are those which relate to disagreements about tasks, policies and other business issues. Groups who experience this type of conflict make better decisions, tend to have higher performance and engage in more critical and innovative thinking. However, when not resolved, it can diminish group loyalty, work group commitment as well as employee satisfaction.
 
Affective conflict is caused by negative reactions of organizational members. Examples include personal attacks of group members, racial disharmony and sexual harassment. These types of conflicts result in higher levels of stress and anxiety, as well as conflict escalation. It tends to interfere with task-related effort, limit information processing ability and cognitive functioning, leading to team members who are negative, irritable and suspicious.
 
Process conflict is related to how different tasks should be performed, task assignment, responsibility to complete specific tasks, delegation of responsibilities and deadlines. These conflicts are negatively associated with team performance, member satisfaction and group commitment.
 
To help organization team members deal with conflict, we want to help them learn how to handle different types of conflict. Conflict management interventions should aim at developing cultural norms to support disagreement without generating affective conflict.
 
Finally – Conflict (Can) = Learning!
 
In organizations, our objective in managing conflict should be to enhance organizational learning, which will influence long-term effectiveness. Conflict provides many opportunities for learning about ourselves, our work and each other. Building mechanisms for transferring what is learned individually to the collective is crucial for enhancing organizational effectiveness. Conflict management strategies should be designed to enhance critical and innovative thinking, while supporting the process of diagnosis and intervention in the right problems.
 
When it comes to conflict in our organizations, we want to support substantive conflict, minimize affective and process conflicts, while supporting our team members to build their conflict and communication skills. Want to know how to do this? Contact us today!
 


​Resources

Bishop, P., Picard, C., Ramkay, R., Sargent, N. (2015). The art and practice of mediation. Emond Montgomery Publications.

Rahim, M.A. (2011). Managing conflict in organizations. Transaction Publishers.

In organizations and everyday life, conflict is often seen as a negative force – something to be avoided or minimized. In my personal life, I am naturally an avid conflict avoider – so, I get it. However, the reality is, that conflict is inevitable. It is simply a part of being human.
 
Let’s explore some of the positive, or functional outcomes that conflict can provide in organizations.
 
1.Conflict can encourage innovation, creativity and change: When organizations or teams are stuck in an ineffective way of doing things, conflict can help move things along. It can help to identify alternative solutions and push individuals and groups to find new approaches to problems they may have been stuck with for a long time.

2.Conflict may lead to improved relationships: Conflict often requires individuals and teams to articulate and clarify their positions, which can increase understanding and pave the way for improved relationships.

3.Conflict may enhance individual & group performance: By going through conflict, teams and individuals surface conflict and tension that holds them back. When resolved effectively, conflict can create a ‘clean slate’ and allow teams to get back to what they do best.
 
How much conflict is the right amount?
 
Conflict in organizations is a game of balance. Little or no conflict may result in stagnation, poor decision making and overall ineffectiveness, while too much conflict may lead to organizational breakdown. Instead, a moderate amount of conflict, handled in a constructive way is key to maintaining an ideal level of organizational effectiveness.
 
Thus, instead of aiming for no conflict, we want to manage a moderate level of conflict within our organizations and work to reduce negative consequences, while enhancing positive impacts. Stay tuned for our next blog post on how organizations can leverage conflict for positive change.

Want to learn more about how your organization can benefit from the positive impacts of conflict? Contact us for a consultation today!
 
 
Resources
 
Rahim, M.A. (2011). Managing conflict in organizations. Transaction Publishers.