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Conflict management and conflict resolution are integral parts of any given organization. The antecedents for conflict vary in nature, yet three desired outcomes can be defined. There are many reasons as to why conflict can arise within an organization, however the types of conflict that arise can be differentiated between functional and dysfunctional conflicts.
Functional conflicts are considered to be "constructive, support your company's goals, and improve performance" and often involve people that are willing to cooperate with each other in order to solve a problem (Kinicki, n.d.). There are two generally accepted methods for stimulating and simulating functional conflicts: devil's advocacy and the dialectic method. The devil's advocacy method requires that a team member be assigned the role of a critic; this person should them "always question and critique any ideas that [the] team may have" and usually results in "critical thinking and reality testing" (Kinicki, n.d.). The dialectic methods requires that a structured debate be organized in which the pros and cons of each idea is investigated (Kinicki, n.d.).
On the other hand, dysfunctional conflicts threaten an organization's interests (Farias, n.d.). When dysfunctional conflicts arise within an organization, they can be dealt with in a variety...
Integrating involves "encouraging opposing parties to confront an issue and cooperatively identify the problem generate…solutions, and select the most appropriate solution (Kinicki, n.d.). Obliging occurs when one party disregards their personal interests in order to satisfy the other opposing party, whereas dominating "relies on formal authority to force compliance" (Kinicki, n.d.). Avoiding requires that parties withdraw from the problem, whereas compromising allows both conflicting parties to partially get what they want (Kinicki, n.d.).
In order for conflicts to arise, the antecedents for conflict must be present. There are a variety of reasons as to why conflict arises including goal incongruity, unresolved or suppressed conflicts, conflicting behaviors, interdepartmental/intergroup competition for limited resources, and inadequate communication (Song, Xie, & Dyer, 2000; Managing Conflict and Negotiation, n.d.). Goal incongruity occurs within a firm when differences arise between one department's goals and values and the goals and values of an opposing department (Song et al., 2000). Unresolved or suppressed conflicts may reemerge if a similar situation arises. Additionally, conflicting behaviors…
References
Einertz & Einertz. (n.d.). Common construction pitfalls. Accessed 4 June 2012, from http://www.einterzlaw.com/blog/common-construction-pitfalls
Farias, E.B. (n.d.). Managing conflict and stress. University of London. Accessed 4 June 2012,
from http://www.angelfire.com/ak6/organizational_behav/lecture13.pdf
Kinicki, A. (n.d.). Decision-making & managing conflict. from Organizational Behavior: Core
Concepts. NSW Government: Trade & Investment. Accessed 4 June 2012, from http://toolkit.smallbiz.nsw.gov.au/part/8/42/203
from http://www.unf.edu/~gbaker/Man4240/Chap011a-Conflict&Negotiation.pdf
Song, X.M., Xie, J., & Dyer, B. (2000). Antecedents and consequences of marketing managers' conflict-handling behaviors. Journal of Marketing. Vol. 64 (January), 50-66. Accessed 4 June 2012, from http://bear.warrington.ufl.edu/xie/Publications/2000%20Conflict_handling%20Behaviors%20JM.pdf
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