Conflicts
Conflict is mostly assumed to be negative. Astoundingly, conflict can have a positive influence on an organization (Eilerman, 2006). It is important to understand the types of conflict and how to address it.
Functional conflict denotes healthy, productive disagreement between individuals or a group. For example, a business person may disagree with the community about a project, but they work through an understanding that leaves everyone satisfied (Pfajfar et al., 2019, p. 8). In contrast, dysfunctional conflict occurs when unhealthy disagreements arise between individuals or groups. For instance, a director of a company may use threats or deception to force a community to agree to the construction of a power plant in the area (Pfajfar et al., 2019, p. 10).
People often avoid conflict because they assume it will have negative consequences. For example, individuals are afraid of negative emotions such as hurting another person or being hurt, fear of rejection, and also not having confidence in one’s opinions.
Conflict avoidance does not resolve the problem but rather escalates it. When an issue is not addressed, it eventually reoccurs, often, bigger than it was (Eilerman, 2006). The result is resentment, huge disagreements, and even powerlessness in solving the problem. It can also lead to missed opportunities and poor information flow because people are afraid of addressing contentious issues.
The wise thing to do is to address conflict immediately it occurs. Since conflict is almost inevitable in life, learning effective conflict resolution strategies is encouraged. Handling conflict effectively helps in reaching the set goals and building stronger relationships (Huan & Yazdanifard, 2012, p. 144). It is best to address the disagreements with the people involved to keep moving forward.
Indeed, conflict is something that people encounter daily. While avoiding conflict may seem like the best alternative, in the long run, its detrimental. Dealing with disagreements in a functional way offers the best solution to achieving one’s goals.
References
Eilerman, D. (2006). The use and misuse of an avoiding style in conflict management. Retrieved from https://www.mediate.com/articles/eilermanD6.cfm
Huan, L. J., & Yazdanifard, R. (2012). The difference of conflict management styles and conflict resolution in workplace. Business & Entrepreneurship Journal, 1(1), 141-155.
Retrieved from www.scienpress.com/Upload/BEJ/Vol%201_1_9.pd
Pfajfar, G., Shoham, A., Brenčič, M. M., Koufopoulos, D., Katsikeas, C. S., & Mitręga, M. (2019). Power source drivers and performance outcomes of functional and dysfunctional conflict in exporter–importer relationships. Industrial Marketing Management, 78, 213-226.