One of the things that must occur no matter where you are in conflict within a company or institution. However, what counts most is how you handle these issues. It might be challenging to focus on just a few more frequent causes of conflict between people or groups since there are so many distinct possible causes. Different points of view while collaborating on a project, interpersonal problems, problems resulting from work in progress, and age or cultural conflicts are the primary sources of conflict (Park et al., 2020). The issue, which is entirely tied to conflict, tends to be significantly influenced by individual variations and views. More and more people with these disparities fail to integrate their differences and perceptions to produce something that ultimately works together. Sometimes it is particular to each difference or viewpoint. People don’t know how to successfully express these two ideas to others, so they frequently generate conflict.
Appropriately used, functional conflict may play a significant part in institutional reform. When ideas and concepts that spark conflict are merged for helpful use in the continuing process of change, functional conflict with institutional change aids in the process of progress (Saunders, 2022). An organization can benefit from functional conflict. It encourages imaginative thinking, a healthy interchange of ideas, and prompt decision-making. The functional conflict has the advantage that when divergent viewpoints are brought together, positive outcomes result (Park et al., 2020). When necessary, progressive leaders know how to instigate constructive disagreement within a team (Saunders, 2022). A positive outlook on conflict improves motivation, the sense of competitiveness, and the amount of effort put into one’s task.
The company gains more benefits from more diversity due to efforts and outcomes. Competition can also result in more effort and production. Some experts also stress that for management to be less strict in controlling the team and get more outstanding results, conflict fosters unity and organizational loyalty. Functional conflict is a way to gauge how well workers can handle challenges. Positive conflict causes issues, and the employee needs to find a solution to resolve them (Park et al., 2020). Additionally, it causes a shift in attitudes, workplace culture, and how people view work in general. When functional conflict is adequately understood, it can result in changes in many kinds of institutions.
When institutional reform is coupled with dysfunctional conflict, things frequently do not turn out as they ought to in the end. The reason is that individuals do not accept their differences during the process. Disrupted communication among individuals and groups resulting from dysfunctional conflict lowers company performance (Park et al., 2020). This acts as a roadblock to bringing about constructive institutional reform. As a result of having to deal with so much stress and anxiety caused by dysfunctional confrontations, employees start to abandon businesses. Absenteeism and dropout rates rise with dysfunctional disputes because staff members are uneasy, apprehensive, and always want to avoid work rather than enjoy it (Saunders, 2022). People visit workplaces for various reasons, including learning, engaging, meeting new people, and many others. However, dysfunctional disagreement in the workplace weakens employee concentration, further lowering productivity and breeds discontent and mistrust (Park et al., 2020). Both the employee and the company are forced to pay for this. An employee only makes progress toward reaching the corporate goal when he or she is motivated by personal ambition. People focus on conflicts while ignoring opportunities to advance professionally and learn more inside the business (Park et al., 2020). Functional and dysfunctional conflict with institutional change is a conflict that may be utilized as a tool to connect ideas and concepts but is not effectively represented as conflict and is instead very ineffectual during times of transition.
The direct cooperation of those who are having a problem is a wise suggestion for conflict resolution that works. Working more closely with this person or group helps to realize that people who could experience functional conflict are typically able to negotiate and find common ground. However, from the perspective of a dysfunctional dispute, this would not function correctly since persons who frequently engage in this kind of conflict often have poor communication skills. As far as advice goes, it is wise for people or groups to describe their differences inside the disagreement. Due to this, individuals can perceive what others are thinking and are frequently able to recognize that, despite how different our thought processes and ideas may be from one another, there is typically some kind of commonality.
An organization must be wary of conflict, whether functional or dysfunctional, to increase its chances of success. The stages of dysfunctional conflict are numerous. Whatever they may be, these actions could not be suitable for certain people, groups, or companies. Their employers names serve as their shared identity, which each employee must first recognize. At all costs, avoid taking any acts or retaliatory behaviors that harm employees and companies.
References
Park, S., Mathieu, J. E., & Grosser, T. J. (2020). A network conceptualization of team conflict. Academy of Management Review, 45(2), 352-375.
Saunders, R. J. (2022). A certain gamble: Institutional change, leader turnover, and their effect on rivalry termination. Conflict Management and Peace Science, 24(1), 73-88.