Althoughconflict is associated with adverse consequences, it is either goodor bad. Indeed, conflicts are beneficial in an organisation becauseit encourages new thinking, raises questions, builds a relationship,encourage open-mindedness, and beats stagnation (Ramsbotham,Woodhouse, and Miall, 2011).On the other hand, conflict is harmful to people because they lead todistractions, lowers self-esteem, and reduce efficiency.
PotentialBenefits of Conflict
ConflictEncourages New Thinking
Typically,people avoid conflict for the fear of its consequences.Interestingly, some people enjoy conflict because they believe theystimulate thinking to a certain degree. For instance, a conflict in aworkplace calls for a discussion of the strategies to deal with it.In the meantime, the organisation comes up with better solutions.Additionally, the process of resolving a conflict calls forcreativity for better outcomes. In other words, conflict opens up newpossibilities, as well as generates new ideas that otherwise wouldnever exist.
Conflictsraise a series of questions for both positive and negative side ofthe issue. The process of answering these questions leads to acreation of new ideas and thinking breakthroughs, which arebeneficial to organisations, departments, and individuals. Forexample, in case of an organisation conflict among workers, themanagement investigates the causes of the conflicts. Therefore, theyhave to search for a solution to avoid such conflicts in the future.In the end, the process of resolving the conflict create anopportunity to reconsider hence, thinking breakthroughs.
Ramsbothamet. al., (2011), urges that good relationships are good, but conflictalso strengthens the relationship. For instance, organisationalconflicts between departments, competitors, or individuals buildrelationships through respect and mutual understanding. For example,listening to each other helps the conflict participants to appreciateand understand each other.
Accordingto Ramsbothamet. al., (2011), to avoid conflict is similar to preventing a change.In an organisation, failure to change is futile, and can demise thesuccess of the organisation. An organisation that teaches it staffthe strategies to deal with conflict beat stagnation that discouragesinnovation, as well as open doors for competitors.
PotentialHarm of Conflicts
ConflictsLeads to Distraction
Accordingto Ramsbothamet. al., (2011), conflict results in distraction. Whenever a conflictis given the priority, the focus of the goal is lost. At a personallevel, conflict diminishes the task, and the individual may end upconcentrating more on it. For instance, if staffs are in conflictwith his or her fellow staff, the two are distracted to work togetheras a team.
Througha conflict, some individuals feel that their needs are not consideredappropriately. As a result, they experience a feeling of lowself-esteem. For example, in case of an organisational conflict andthe conflict is resolved by favouring one party, the other party mayfeel unappreciated and discriminated. Furthermore, individuals withlow communication skills and low problem-solving skills often feelunrepresented in the conflict-resolving processes.
Conflictdiscourages people from solving other problems, or addresses otherunderlying issues that led to the conflict. If a permanent solutiondoes not come forth, people feel that their energy and time iswasted. In addition, conflicts drain motivation leading to decreasedproductivity. For instance, workers who are always in conflict reportto work late, does all their activity with slow motion, and theynormally have low morale.
Waysof managing conflicts, and their influence to positive or negativeoutcomes.
Examplesof conflict management strategies include force, compromise,avoidance, collaborative, and accommodation. However, a positive anda negative outcome depend on an open, clear, and honest communicationbetween the parties involved. Nevertheless, conflicts are inevitabletherefore, it is vital to acknowledge it and resolve it for apositive outcome. Firstly, the causes of conflict should beidentified. Next, open the line of communication to allowparticipants to express their views.
Ramsbotham,O., Woodhouse, T., & Miall, H. (2011). Contemporaryconflict resolution: The prevention, management and transformation ofdeadly conflicts.Cambridge, UK: Polity.