Introduction: At its most basic, conflict involves a disagreement among parties. In a company, conflict can occur between individuals or among groups. Virtually all organizations operate in an environment that is characterized by constant change and a need for constant adaptation.á Trying to eliminate conflict requires tremendous amounts of energy, and even it can be done it will usually also suppress any positive outcomes that may come from disagreement, such as improved decision-making and innovation. Greg Hessel in New Hampshire Business Journal writes that managers often do a poor job of managing unhealthy conflicts. One common reaction to conflict involves attempts by managers to mediate conflicts. They often begin mediating without taking the time necessary to fully appreciate the points of view of the parties to the conflict. As a result, neither party feels that their concerns and their points of view received the attention they deserved. As a result, often no one benefits when managers attempt to mediate disputes (Hessel, 9). á
Managing conflict within organizations is not easy. Some people believe that all organizational conflict is dysfunctional. However, the absence of conflict can lead to apathy and stagnation within an organization. Conflict can stimulate new ideas, and promote healthy competition within an organization. á
Most people value some characteristics of an orderly environment in which the amount of organizational conflict is low.áThis traditional view of organizations values orderliness, stability and the repression of any conflict that occurs. We generally do not look at conflict as an opportunity for improvement; workers tend to think about conflict as unpleasant and counter-productive.á Conflict that occurs in organizations need not be destructive, provided the energy associated with conflict is harnessed and directed towards problem-solving and organizational improvement.á In other ...