Conflict and Negotiation at Google: Functional vs. Dysfunctional
This paper examines workplace conflict and negotiation through the lens of Google's employee revolt over the company's Pentagon drone contract. Drawing on Bauer and Erdogan's organizational behavior framework, the paper distinguishes between functional and dysfunctional conflict, arguing that Google's dispute ultimately produced a positive outcome by reinforcing the company's "Do No Evil" principle. The analysis covers the root causes of the conflict, upper management's shift from avoidance to an accommodation style of conflict management, and the nonlinear progression through distributive negotiation stages—including employees' implicit BATNA of mass resignation. The paper concludes that public pressure compressed the middle negotiation stages, forcing rapid resolution.
- Functional or Dysfunctional Conflict: Defining conflict types using Google case
- Causes of the Conflict at Google: Pentagon contract sparks employee-management dispute
- Conflict Management Style: Accommodation: Upper management shifts to accommodation approach
- Negotiation Stages and Distributive Bargaining: Public pressure collapses middle negotiation stages
- Conclusion: Conflict resolved by reinforcing company principles
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What makes this paper effective
- The paper grounds abstract organizational behavior concepts—functional vs. dysfunctional conflict, accommodation style, BATNA—in a concrete, real-world case, making the analysis immediately credible and easy to follow.
- It honestly acknowledges the limits of the theoretical model, noting that the Google case did not perfectly replicate Bauer and Erdogan's negotiation stages because public pressure collapsed the middle stages.
- The argument moves logically from cause to management style to negotiation outcome, maintaining a clear through-line across all four analytical sections.
Key academic technique demonstrated
The paper demonstrates applied case analysis: it identifies a theoretical framework (conflict types, accommodation style, distributive negotiation), maps each element onto a real organizational event, and explicitly notes where reality diverges from theory. This compare-and-contrast between model and case is a hallmark of business and organizational behavior writing at the undergraduate level.
Structure breakdown
The paper opens by defining functional and dysfunctional conflict before introducing the Google case as the focal example. Subsequent sections address conflict cause, management response (accommodation style), and negotiation dynamics in sequence. Each section builds on the previous one, culminating in the observation that public exposure accelerated resolution. Citations from Bauer & Erdogan, Liddle, and Shearouse anchor each analytical move.
Functional or Dysfunctional Conflict
When unequal amounts of power or resources are at stake, conflict is likely to occur. In the workplace, conflict may arise between employees or between employees and management. When a conflict erupts, management may need to intervene in order to resolve the issue. Depending on the approach taken, the conflict may be classified as functional or dysfunctional. A functional conflict is one that results in a positive outcome for the organization, such as increased creativity or improved decision-making (Bauer & Erdogan, 2012). A dysfunctional conflict, on the other hand, is one that harms the organization through outcomes such as decreased productivity or damaged relationships.
In order to determine whether a particular conflict is functional or dysfunctional, it is necessary to consider the goals of the organization and the impact of the conflict on those goals. At Google, a conflict emerged when employees revolted over a company contract with the Pentagon. It was a functional conflict because it ultimately led to a positive outcome and supported the company's own mission of "Do No Evil."
References
Bauer, T., & Erdogan, B. (2012). Chapter 10: Conflict and negotiations. Organizational Behavior. Lardbucket.org.
Liddle, D. (2017). Managing conflict: A practical guide to resolution in the workplace. [Books24x7 version].
Shearouse, S. H. (2011). Chapter 5: How we respond: Approaches to conflict. Conflict 101: A manager's guide to resolving problems so everyone can get back to work. New York: AMACOM. [eBook Business Collection].
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