Three Ways to Understand Conflict

The role of conflict and its effects on organizations is open to different points of view. Let’s look at three of them.

First, the traditional view argues that conflict is always bad and should be avoided. The presence of conflict indicates an imperfect social structure and this impedes cooperation. Conflict management under this point of view simply means correcting or removing conflict behaviors to improve group performance.

Second, the human relations view suggests that conflict is an inevitable occurrence in all groups and organizations and, consequently, must be accepted. This positive understanding of conflict even suggests that it might be used to foster innovation and adaptability. When properly managed, conflict may even benefit a group’s performance.

The most recent research into conflict and organizational behavior has produced a third perspective called the interactionist view. This states that a harmonious, peaceful and cooperative group is prone to becoming static, apathetic and nonresponsive in the absence of conflict. In other words, the interactionists encourage conflict.

Not all conflict, of course. They differentiate between functional and dysfunctional conflict by observing what supports or hinders group performance. The upshot, however, is that the interactionist approach encourages group leaders to maintain an ongoing minimal level of functional conflict. Just what that conflict should be, however, is difficult to determine. What works today might not work tomorrow. What works for one group might not work for another. The benchmark, in any case, is how to what extent the functional conflict improves group performance.

Interactionists argue that functional conflict is good for an organization because it provides higher quality decision making due to differences in opinion. It establishes the foundation for innovation and teamwork. Successful conflict resolution paves the way for future cooperation. Some interactionists go as far as to say that conflict is the basis for a company’s existence. Research shows that long-lasting companies are those with institutionalized conflict and diversity in their structure.

The most current thinking in organizational behavior does not see conflict and cooperation as opposites. They are only opposites in the traditional view, where conflict is demonized. When applied judiciously for the benefit of group performance, however, conflict and cooperation become two opposite sides of the same Oreo cookie.