Page 31 - DMGT519_Conflict Management and Negotiation Skills

Unit 2: Nature of Conflict

2.3.1 Features of Conflict Notes

From the organizational point of view, following are the broad features of conflict:
1. Conflict occurs when individuals are not able to choose among the available alternative
courses of action.

2. Conflict between two individuals implies that they have conflicting perceptions, values
and goals.
3. Conflict is a dynamic process as it indicates a series of events. Each conflict is made up of
a series of interlocking conflict episodes.
4. Conflict must be perceived by the parties to it. If no one is aware of a conflict, then it is
generally agreed that no conflict exists.

2.4 Functional and Dysfunctional Aspects of Conflict

The interactionist view does not propose that all conflicts are good. There are both positive and
negative aspects of conflicts. Boulding recognizes that some optimum level of conflict and
associated personal stress and tension are necessary for progress and productivity, but he portrays
conflict primarily as a potential and social cost. Similarly, Kahn views that “one might as well
make a case for interpreting some conflict as essential for the continued development of mature
and competent human beings, but they feel that conflict has a social cost.”
Thus, we can say that the conflicts which support the goals of the group and improve its
performance are known as functional conflicts. On the other hand, conflicts that hinder group
performance, are dysfunctional or destructive form of conflict. Although the demarcation between
functional and dysfunctional is neither clear nor precise.

2.4.1 Functional Conflicts

If we look at conflict from functional point of view, conflicts are supposed to serve the following
functions:
1. Release of Tension: Conflict when expressed can clear the air and reduce the tension which
might otherwise remain suppressed. Suppression of tension can lead to imaginative
distortion of truth, sense of frustration and tension, high mental exaggerations and biased
opinions resulting in fear and distrust. When members express themselves, they get some
psychological satisfaction. This also leads to reduction of stress among the members.
2. Analytical Thinking: When a group is faced with a conflict, the members display analytical
thinking in identifying various alternatives. In absence of conflict, they might not have
been creative or even might have been lethargic. The conflict may induce challenge to
such views, opinions, rules, policies, goals and plans which would require a critical analysis
in order to justify these as they are or make such changes that may be required.

3. Group Cohesiveness: Inter-group conflict brings about closeness and solidarity among the
group members. It develops group loyalty and greater sense of group identity in order to
compete with the outsiders. This increases the degree of group cohesiveness which can be
utilized by the management for the attainment of organizational goals in an effective
manner. As cohesiveness increases, differences are forgotten.
4. Competition: Conflicts promote competition and hence it results in increased efforts.
Some persons are highly motivated by conflict and sever competition. Such conflict and
competition, thus, lead to high level of effort and output.

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