Conflict in Organizations

Conflict is an inevitable part of human interaction and often arises in organizational settings. It occurs when individuals or groups perceive their goals, values, or interests to be incompatible. While conflict is often seen negatively, it can have both positive and negative consequences depending on how it is managed.

Views of Conflict

There are several views on how conflict is understood and managed in organizations:

1. The Traditional View
   This perspective sees conflict as inherently harmful and something that should be avoided. It assumes that conflict reduces productivity and disrupts group harmony, and thus, it should be eliminated through proper control or management. The goal is to maintain peace and stability within the organization.

2. The Human Relations View
   This view takes a more balanced approach. It acknowledges that conflict is natural and inevitable within any group or organization. Rather than seeing conflict as harmful, the human relations view suggests that conflict is something that can be managed. It’s seen as a normal part of group dynamics that arises from differing opinions, interests, or goals. The key is to manage it constructively, as it can sometimes enhance relationships and encourage diversity of thought.

3. The Interactionist View
   This view goes even further, promoting the idea that conflict can be positive and beneficial. Interactionist theorists argue that a certain level of conflict is necessary for groups to function effectively, as it can stimulate innovation, encourage critical thinking, and prevent complacency or groupthink. In this perspective, conflict is seen as essential for progress and organizational development, as long as it is managed in a way that supports the organization’s goals.

4. Unitary Perspective:
   The unitary perspective sees organizations as harmonious and unified entities where shared goals, values, and interests exist among all members. Conflict is viewed as unnatural, stemming from poor communication or individual failures, and should be avoided or eliminated. This perspective is aligned with the Traditional view of conflict, where conflict is seen as harmful and a barrier to organizational efficiency and stability.

5. Pluralist Perspective:
   The pluralist perspective views organizations as composed of diverse groups with different interests, goals, and values (e.g., management, employees, unions). Conflict is seen as natural, inevitable, and often necessary. Pluralists believe that conflict can be managed constructively and that the organization should have mechanisms in place to resolve it. The Human Relations and Interactionist views of conflict align more closely with the pluralist perspective, especially when they recognize that conflict is an inherent part of organizational life and can be managed for positive outcomes.

Types of Conflict

Conflict can take different forms depending on the source, nature, and impact it has on the organization. The main types of conflict include:

Functional vs. Dysfunctional Conflict

• Functional Conflict:
  Functional conflict, also known as constructive conflict, contributes to the achievement of organizational goals. It encourages open discussion, helps identify new ideas, and improves decision-making. When managed properly, functional conflict can lead to higher performance and innovation.

• Dysfunctional Conflict:
  Dysfunctional conflict, or destructive conflict, hampers the productivity and effectiveness of the group. It leads to poor communication, low morale, and decreased cooperation. This type of conflict often distracts from achieving the organization’s objectives and can create lasting division and resentment among team members.

Ultimately, the key is to identify the type of conflict and decide whether it should be addressed directly or allowed to play out naturally. The goal is always to steer conflict in a direction that supports the overall goals of the organization and maintains healthy relationships among team members.