Analyzing the different types of Business Conflicts
Types of conflict
Teams are typically made up of a diverse group of individuals; each member possessing different capabilities and skills. This element is what makes the use of teams so advantageous; however, diversity can also create conflict. Therefore, it is important for teams to understand the dynamics of conflict. Therefore, it is important for teams to understand the dynamics of conflict and to regulate its natural flow. The following discussion presents several conflict resolution methods and skills for managing team conflict, while generating team growth, development, and an increased quality of decision-making (Rayeski & Bryant, 1994)
Conflict is in evitable in organizations. However, because it can be both a positive and a negative force, management should not strive to eliminate all conflict, only that which has disruptive effects on the organization’s efforts to achieve its goal. Some type of conflict may prove beneficial if it is used as an instrument for change or innovation. The critical issue is not the conflict itself but how it is managed. First, defining conflict in terms is necessary. The most important types of conflict are functional and dysfunctional (Gibson, Ivancevich, Donnelly & Konopaske, 2009).
A functional conflict is a confrontation between groups that enhances and benefits the organizations performance. When conflict focuses on tasks, constructive debate can improve decision making and work outcomes. For example, two departments in a hospital may conflict over the most efficient method of delivering health care to low-income rural families. The two departments agree on the goal but not on the means to achieve it. Without such conflict in organizations, there would be little commitment to change; most groups would probably be stagnant. Thus, functional conflict can be thought of as of creative decision (Gibson et al, 2009). A dysfunctional conflict is any confrontation or interaction between groups that harms the
Teams are typically made up of a diverse group of individuals; each member possessing different capabilities and skills. This element is what makes the use of teams so advantageous; however, diversity can also create conflict. Therefore, it is important for teams to understand the dynamics of conflict. Therefore, it is important for teams to understand the dynamics of conflict and to regulate its natural flow. The following discussion presents several conflict resolution methods and skills for managing team conflict, while generating team growth, development, and an increased quality of decision-making (Rayeski & Bryant, 1994)
Conflict is in evitable in organizations. However, because it can be both a positive and a negative force, management should not strive to eliminate all conflict, only that which has disruptive effects on the organization’s efforts to achieve its goal. Some type of conflict may prove beneficial if it is used as an instrument for change or innovation. The critical issue is not the conflict itself but how it is managed. First, defining conflict in terms is necessary. The most important types of conflict are functional and dysfunctional (Gibson, Ivancevich, Donnelly & Konopaske, 2009).
A functional conflict is a confrontation between groups that enhances and benefits the organizations performance. When conflict focuses on tasks, constructive debate can improve decision making and work outcomes. For example, two departments in a hospital may conflict over the most efficient method of delivering health care to low-income rural families. The two departments agree on the goal but not on the means to achieve it. Without such conflict in organizations, there would be little commitment to change; most groups would probably be stagnant. Thus, functional conflict can be thought of as of creative decision (Gibson et al, 2009). A dysfunctional conflict is any confrontation or interaction between groups that harms the
References: Coser, L. A. (1956). The functions of social conflict: (pp. 151-157). Glencoe, IL: The Free Press Gibson, L., Ivancevich, J., Donnelly, J., & Konopaske, R. (2009). Organizations behavior, structure, processes( 13th ed). New York; McGraw-Hill Irwin. McDaniel, G., Littlejohn, S., & Domenici, K. (1998). The International Conference on Work Teams Proceedings: (pp. 67-74). Denton: University of North Texas, Center for the Study of Work Teams. Northham, S. (2009). Team Conflict. Professional Development, 109(6), 70-73.