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Unit 8: Communication and Conflict
Positive Attitude Notes
Conflicts in organizations can be positive forces. The creation and resolution of conflict can
lead to constructive problem solving. The need to resolve conflict can lead people to search
for ways of changing how they do things. The conflict-resolution process can stimulate
innovation and positive change, as well as make change acceptable. This view was clearly
demonstrated in a study of managers. When asked about the positive effects of conflict, their
response was that positive effects of conflict consisted of three main strategies: beneficial
effects on productivity, relationship outcomes, and constructive organizational change. The
responses to the first strategy included statements such as “Our work productivity went up”
and “We produce quality products on time.” Responding to the second strategy, managers
said, “Sensitivity to others increased” and “Better communication models were developed.”
About the third strategy, managers’ responses were: “We adopted more effective controls”
and “Better job descriptions and expectations were drawn up.”
A positive attitude towards conflict encourages people to solve their
differences, to participate in developing an ethical and fair organization,
and to directly handle injustice.
Negative Attitude
Conflict can also have serious negative effects, diverting attention from the goal and depleting
resources, especially time and money. Conflict can negatively affect the psychological well being
of employees and cause stress. Severe conflicting thoughts, ideas, and beliefs can lead to
resentment, tension, and anxiety. These feelings appear to result from the threat that conflicts
pose to interpersonal goals and beliefs. Over an extended period, conflicts can make it difficult
to create and maintain supportive and trusting relationships. When cooperation is required,
severe conflict and competition hurts performance. Pressure for results tends to emphasize
immediate and measurable goals, such as reducing sales cost, at the expense of long-term and
more important goals, such as product quality. Deep and lasting conflicts that are not addressed
can even trigger violence among employees or between employees and others.
Balanced Attitude
Conflict can be desirable sometimes and destructive at other times. Although some conflicts
can be avoided and reduced, others have to be resolved and properly managed. The balanced
attitude is sensitive to the consequences of conflict, ranging from negative outcomes, such
as loss of skilled employees, sabotage, low quality of work, stress and violence, to positive
outcomes, such as creative alternatives, increased motivation and commitment, high quality
of work, and personal satisfaction. The balanced attitude recognizes that conflict occurs in
an organization whenever interests collide. Sometimes, employees think differently, want
to act differently, and seek to pursue separate goals. When these differences divide
interdependent individuals, they must be constructively managed.
Conflict management involve implementing strategies to limit the
negative aspects of conflict and to increase the positive aspects of conflict
at a level equal to or higher than where the conflict is taking place.
8.8 Stages of Conflict
Although a conflict does not exist until one party perceives that another party may negatively
affect something that the first party cares about, the development of antecedent conditions
or sources of conflict mark the beginning of the process.
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