Organizational Conflict is a Many-Splendored Thing

In most organizations, conflict is a natural phenomenon, which can have both positive and negative influences on organizational processes and structure. Whether disputes manifested as conflict serve as a catalyst for change or as an impediment to progress is largely in the hands of managers. Managers often attempt to reduce or eliminate all forms of conflict. Dispute resolution is not simple or even necessary in all cases (Kolb and Putnam, 1992). For example, it may be a mistake to attempt to resolve disputes and conflict about delighting the customer or making the company more competitive.

The management challenge associated with conflict is to first understand the implications of the two basic form of conflict process: functional (i.e., positive) and dysfunctional (i.e., negative). Managers must control and direct conflict, especially dysfunctional conflict among groups that does not promote progress toward organizational goals. By definition, functional conflict helps groups within the organization achieve their goals. Therefore, a manager should not try to eliminate all forms of conflict, especially without understanding the circumstances that gave rise to the conflict and the nature of the conflict process. Moreover, conflict may not be formal or recognized as such, as Kolb and Putnam (1992) noted,

Nor is conflict usually bracketed into discrete public events and sequences, where parties formally negotiate or involve officially designated third parties in the resolution of their differences. Rather, disputes and their ongoing management are embedded in the interactions among organization members as they go about their daily activities. Even though some differences may be publicly aired, the vast majority occur informally and out of sight (pp. 1-2).

A realistic view of intergroup conflict starts with keeping and perhaps even fostering some types of conflict, especially open conflict that can be recognized and facilitated. Conflict may help the organization to grow and change. Groups that cooperate on one point may strongly disagree on another issue. The critical issue is how to manage this conflict. Groups may not agree on the means to achieve a goal, but they may agree that it is indeed a worthy goal to be achieved. Managing intergroup conflict can often involve negotiating jurisdiction over specific responsibilities and/or resources within the organization. A diverse set of ideas on how to proceed toward goals can be good, even splendid, for the organization, and is often a requirement for meaningful progress.

Reference

Kolb, D.M., & Putnam, L.L. (1992). The multiple faces of conflict in organizations. Journal of Organizational Behavior, 13(3), 311-324.