Work conflict is risky. It can be poor and poison employee health, work relationships and organizational climates, or it can go well and help to energize problem solving, innovation and bottom-line effectiveness.
Organizations are rife with stories of executives and managers who abuse their power, employees who overstep their authority, and the resulting conflicts that get stuck in downward spirals.
"Making Conflict Work" by Peter T. Coleman and Robert Ferguson explains why these pitfalls are so common and what to do to avoid them and take full advantage of the energy and potential for change that accompanies them.
Conflict is not an inherently bad thing. It is natural, fundamental, and a pervasive part of life. It is what happens when things are opposed. Because conflict elicts anxiety, it can bring about extreme reactions from people. Despite its poor reputation, under the right circumstances, conflict can be functional and positive.
Conflict can also be destructive and isolating. When it goes poorly, people can feel dissatisfied, frustrated or wronged and become resentful and alienated.
Many leaders dominate by default when faced with a disagreement. They play to win and seek victory at any cost. The belief that conflicts are all-or-nothing, win-or-lose contests is very common and creates an ultimatum to dominate: the only goal is to win. Many leaders who dominate in conflicts actually believe they are negotiating.
Many situational continencies call for dominance. But there are counterforces that hinder the strategic use of dominance even when it is reasonable or necessary. Good-hearted people feel better when benevolent cooperation works, but unfortunately, cooperation often fails. And any leader who can never dominate in a conflict is going to be ineffective.
Source: Peter T. Coleman: Making Conflict Work: Harnessing the Power of Disagreement