Conflict Management in the Modern Organization Term Paper by scribbler

Conflict Management in the Modern Organization
A brief overview of organizational conflict and the distinction between functional and dysfunctional conflicts.
# 152777 | 1,274 words | 5 sources | APA | 2013 | US
Published on Apr 29, 2013 in Business (Management) , Communication (Interpersonal) , Business (Human Resources)

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The paper looks at intra individual conflict, interpersonal, intergroup and organizational conflict and discusses how conflict is inevitable when people operate in teams and work on interdependent processes. The paper clarifies the difference between functional and dysfunctional conflicts and includes this author's personal experience of conflict situations. The paper discusses how healthy conflict should be encouraged as it provides new input and new ideas to solve business problems, and describes how establishing an organizational culture that promotes open communication and participative management provides a positive platform for effective conflict management.

Conflict Different Levels
Functional and Dysfunctional Conflicts
Personal Experience of Conflict Situations

From the Paper:

"As discussed above, the traditional perception of conflict as a negative and avoidable problem has changed. Today organizational researchers understand conflict as both Functional and dysfunctional. Functional conflicts refer to those conflicts that contribute positively towards the organization's goals while dysfunctional conflicts refer to those conflicts that negatively affect the performance of a team and the productivity of the organization. Two main forms of interpersonal conflicts are cognitive conflicts and affective conflicts. Research has found that cognitive conflicts that pertain to tasks or processes are healthy for the organization while affective conflicts (emotional conflicts between members of a team) are destructive. [Fred Luthans, (1998) PG 309] Cognitive conflicts are encouraged as they can lead to better understanding of the problems and result in better solutions. These conflicts provide the opportunity to brainstorm ideas, on issues relating to a problem that in turn result in more energy, interest and commitment from the employees. Thus functional conflicts can promote organizational goals and should be encouraged. [James M Richardson, (1991)]
"In fact, researchers now suggest that avoidance of conflict could be detrimental to the growth of an organization. As Patrick Lencioni, President of a management consulting firm called Table group says, "Contrary to the notion that teams waste time and energy arguing, those that avoid conflict actually doom themselves to revisiting issues again and again without resolution," [Cindy, (2005)] Therefore management should not have a fear of conflicts but encourage healthy debates. Discussing the conflict creates new incentives to solve the problem. [Lewicki, 2006, PG 20]."

Sample of Sources Used:

  • Katherine Miller, (2006), 'Organizational Communication: Approaches and Processes', Fifth Edition, Lyn UHL publishers
  • Fred Luthans (1998), 'Organizational Behavior', Eighth Edition, Irwin McGraw-Hill Publishers
  • James M Richardson, (Feb 1991), 'Management of Conflict in Organizations- of Effective communication in Conflict Resolution', Physician Executive, Available online at,
  • Fazzi, Cindy (Oct 2005), 'Conflict Resolution in a Dysfunctional Team Environment', Dispute Resolution Journal, retrieved Sep 7th 2010, from,;col1
  • Lewicki, (2006), 'The Nature of negotiation', 5th edition, McGraw Hill publications

Cite this Term Paper:

APA Format

Conflict Management in the Modern Organization (2013, April 29) Retrieved December 02, 2023, from

MLA Format

"Conflict Management in the Modern Organization" 29 April 2013. Web. 02 December. 2023. <>