Three cheers for conflict!
Conflict is pervasive and an inevitable part of life--at work and elsewhere. But author Dennis King, organizational consultant for The Procter & Gamble Manufacturing Company, adds that it is also a functional part of the social process. Managing conflict on the job involves the ability to identify, seek out, and utilize the functions of conflict and its outcomes. He identifies fifteen functions of conflict in three major categories: maintaining or reinforcing identity and innate strength, increasing operational effectiveness, and dealing with others. For example, conflict can lead to minor clashes that actually strengthen a relationship because they function as safety valves--preventing the buildup of tension to the stage of explosion. (Note, however, that a conflict over the basic foundation of a relationship spells trouble.) Similarly, in the union-management relationship, both negotiations and grievance handling focus on adjusting or eliminating problem elements so that the employer-employee relationship can exist satisfactorily. Recognizing and exploiting the functions of a conflict situation--that is, functional conflict management--can work to our benefit. If we develop a "functional mind-set," looking for the positive aspects of conflict will become natural.