Good conflict is constructive and helps an organization to grow and improve, while bad conflict is destructive and damages relationships and productivity. Good conflict is based on different opinions and perspectives and leads to creative e solutions and better decision-making. Bad competition is based on personal attacks and power struggles, often resulting in negative emotions and resentment. Toegel and Barsoux (2016) suggest that the five conversations to diminish conflict are appreciative, constructive, moral, empathetic, and forgiving. These conversations are essential in building proper relations in the workplace.
Bad conflict can arise in an organization when there is a lack of trust, communication, and understanding. For example, suppose employees feel they are not being listened to or their opinions are not valued. In that case, they may resent their colleagues as adversaries. This can lead to power struggles and personal attacks, damaging relationships and productivity. As an HR manager, it is essential to facilitate trust-building conversations between employees. This can help to create an environment of mutual respect and understanding (Arcangeli et al., 2018). Sharing information openly and honestly is also key to preventing conflict. Employees should feel free to share their opinions and ideas and know their input will be considered. Exploring interests is also vital in minimizing conflict. Employees may have different goals and objectives, and it is crucial to understand these before making decisions that could impact the whole organization (Toegel and Barsoux, 2016). Brainstorming options together can help to find creative solutions that everyone can agree on. Finally, making decisions transparent and somewhat can help avoid conflict and ensure everyone is on the same page.
One example of a good conflict within an organization is when some workers feel excluded from sharing their opinions, which raises this concern to the concerned management. As an HR manager, creating a safe and open environment where all employees are encouraged to openly share their ideas and perspectives on a project or issue (Toegel and Barsoux, 2016). This can help to ensure that all voices are heard and that the best possible solution is reached. Moreover, when employees can respectfully disagree, this is considered a good conflict. This can create a more robust and innovative work environment where employees can adequately challenge one another. The HR manager can facilitate such discussions by encouraging workers to listen to and understand different points of view. A final example of a good conflict within an organization is when employees can work through their differences and come to a resolution (Edwards and Hodder, 2022). This can help to build trust and respect between employees, as well as a sense of teamwork. An HR manager can mediate between employees and help them to find common ground.
Workers can have honest chats about sensitive topics like culture and religion in a workplace setting. This creates a more inclusive and understanding workplace and increases employees’ trust in management. An HR manager can aid such talks by developing policies and procedures to encourage employees to speak up about their experiences, cultures, beliefs, and values (Foy et al., 2019). Workers can also have difficult conversations respectfully and productively. This can help create a more positive work environment and increase employees’ job satisfaction (Foy et al., 2019). As an HR manager, one can facilitate this conversation by providing training and resources on how to have challenging talks in an esteemed manner.
In conclusion, managing conflict effectively can lead to exchanging new and innovative ideas. Good conflict is typically characterized by a constructive exchange of ideas and perspectives, while personal attacks, negative emotions, and a lack of productive resolution often characterize bad conflict. HR managers are essential in facilitating conflict resolution conversations and providing employees with the necessary resources and support. By doing so, they can help create an environment conducive to open communication and respectful debate, ultimately leading to productive resolution.
Reference List
Arcangeli, G. et al. (2018) ‘Editorial: Emerging and re-emerging organizational features, work transitions, and occupational risk factors, an interdisciplinary perspective‘, Frontiers in Psychology, 9. Web.
Edwards, P. and Hodder, A. (2022) ‘Conflict and control in the contemporary workplace: Structured antagonism revisited‘, Industrial Relations Journal, 53(3), pp. 220–240. Web.
Foy, T. et al. (2019) ‘Managing job performance, social support and work-life conflict to reduce workplace stress‘, International Journal of Productivity and Performance Management, 68(6), pp. 1018–1041. Web.