Conflict and Organizational Behavior Compare

Conflict and Organizational Behavior

Compare and contrast the traditional view, the human relations view, and the interactionist view of organizational conflict.

The traditional view of organizational conflict is that conflict is inherently negative and dysfunctional. Poor communication, a lack of trust, and other negative and unproductive factors are seen to be critical elements in producing conflict (Robbins 2009, 376). Conflict is depicted as a symptom of unhealthy group relations in the traditional view. The problem with the traditional view is that it can be used to support the notion that legitimate disputes must be smothered as conflict is "synonymous with violence, destruction, and irrationality. The traditional view thus leads one to believe that all conflict is bad and to improve group or organizational performance, all we need to do is address the causes of conflict and correct them" (Conflict resolution, 2003, M&A Capital Solutions).

The human relations view of conflict, in contrast, argues that conflict is a natural component of human relationships (Robbins 376). "Since conflict is inevitable, it should be accepted and there are even times when conflict may benefit the performance of a group" (Conflict resolution, 2003, M&A Capital Solutions). The interactionist view takes an even more positive view of conflict than the human relations view and sees disagreement as a potentially positive development that can prevent a group, or a society as a whole, from being static (Robbins 376). "It encourages conflict on the grounds that a harmonious, peaceful, tranquil, cooperative group is likely to become static and apathetic -- unable to respond to the challenges of the global marketplace. The major contribution of this approach is to urge group leaders to maintain an ongoing, minimal level of conflict -- enough to keep the group alive, self-critical, and creative" (Conflict resolution, 2003, M&A Capital Solutions). But the interactionist view also takes a more nuanced and subtle view of the positive value of conflict, in contrast to the human relations view. It does not propose that all conflicts are inherently positive; rather it suggests that there are functional and dysfunctional conflicts -- the former types of conflict are positive and can be used to move a group forward in terms of its views and progression as an organization while the latter types of conflict cannot. The organization must support functional conflicts, and transform dysfunctional conflicts into more functional and productive forms of debate.

Q2: Provide an example of a criminal justice agency in the midst of functional conflict.

"Functional conflict supports the goals of the group and improves its performance" (Conflict resolution, 2003, M&A Capital Solutions). One example of a functional conflict can be found at the New York Police Department (NYPD), which has redoubled its efforts within the past twenty or so years to more diligently investigate allegations of police corruption and misdeeds. There has long been a conflict between the need to maintain the blue wall of silence and to protect a police department's reputation for integrity. The department must foster a sense of community loyalty amongst officers but also ensure that justice is done: simply because a citizen is a law enforcement official does not mean he or she is above the law.

In response to the drive to more thoroughly investigate corruption at the NYPD, "the number of tips logged each year by Internal Affairs has tripled since 1992, a trend that top police officials attribute to an opening up of the process and more diligent cataloging of public response to police interactions -- including compliments as well as complaints" (Baker & McGinty, 2010, p.1). Records show that cases involving officers and drugs, theft, fraud, bribery, and sex offenses have decreased but allegations of officers abusing potential suspects have increased sharply, particularly since 2006. This is attributed, not to an increase in violence, but to an increase in vigilance on the part of Police Commissioner Raymond Kelly. "I am always concerned about corruption" Kelly said. "For me, myself, personally, it is absolutely critical to the good order, to the function of this department, that we have a well-staffed, a well-trained, a proactive Internal Affairs Bureau, and that's what we have" (Baker & McGinty 2010, p.2).

This policy has not always proved to be popular, and many officers are still resistant to the idea of heavily policing the department internally, stating that it makes officers overly cautious on patrol that the NYPD will not 'back them up' in their decision-making. However, Kelly and others state that it was vital to give Internal Affairs "equal footing with the detective, patrol and personnel bureaus" to ensure that the police department upheld its ideals " (Baker & McGinty 2010, p.2). The relationship between Internal Affairs and other departments has often been fraught. There has been resistance to the notion of 'ratting out' an officer, regardless of the offense. But overall the efforts to self-monitor the NYPD have brought the agency greater respect and increased its sense of integrity and most officers today support the fact that Internal Affairs was given greater enforcement and investigative power within the organization in the 1970s.

Q3: Provide an example of a criminal justice agency in the midst of dysfunctional conflict

In contrast to functional conflicts, "dysfunctional conflict hinders group performance…Conflict that may facilitate the goals of one group may debilitate another group" (Conflict resolution, 2003, M&A Capital Solutions). This can be seen with the current 'turf war' at the Department of Homeland Security (DHS) which "has delayed some investigations and threatens to undermine a host of enforcement actions" because of the conflict between the Inspector General (IG) office at DHS and the DHS's Customs and Border Protection (CBP) division and the Federal Bureau of Investigations (FBI) (Becker 2010, p.1).The assistant IG has ordered the CBP commissioner for internal affairs "to cease criminal investigations of any matter involving a DHS program or employee" and to "stop participating in task forces or sharing information with other agencies" like the FBI unless they are coordinated through IG, stating that such inter-organizational sharing could result in compromises of classified information (Becker 2010, p.1).