Functional conflict is healthy, constructive disagreement between groups or individuals.
Functional conflict: is conflict or tension within a group that leads to positive results. "Conflict" often carries a negative connotation, but functional conflict means individuals in a group discuss points of disagreement with a spirit of collaboration. The opposite of functional conflict is dysfunctional conflict.
Functional conflict example : Employees are encouraged to share their viewpoints on different subjects in a healthy way without any preoccupations. Companies even incentivize those with different viewpoints and keep looking for innovative and new ideas for the company’s betterment. Big business setups create multiple teams for the same functionality to create competition and conflict between them. Managers appreciate best performers among the large gathering of employees. It can be regarded as an example of functional conflict.
Dysfunctional conflict is unhealthy disagreement that occurs between groups or individuals. Mediation can vastly improve dysfunctional situations to make them into a functional conflict.
Dysfunctional conflict : is conflict that leads to a decline in communication or the performance of a group. Dysfunctional conflict can be an overabundance of conflict or a lack of sufficient motivating conflict.
Dysfunctional conflict example:
1.Let’s assume; multiple departments are interdependent to submit daily, weekly, or monthly reports to the higher management. If the first department will delay, the whole process gets delayed. So if the delay is happing due to a management issue, it is tolerable. But when it happens due to a fight between teams or individuals, that is detrimental and can be called dysfunctional conflict.
2.Employees fighting with each other on trivial issues based on their assumptions, egos, negative notions, and others.
Conflicts can happen at any place where there are people, here are 4 sources:
Content conflict: Content conflict occurs when individuals disagree about how to deal with a certain issue. This can be a good thing as it has the potential to stimulate discussion and increase motivation. Relationship conflict occurs when individuals disagree about one another.
Values Conflict: Value conflicts are caused by perceived or actual incompatible belief systems. Values are beliefs that people use to give meaning to their lives. Value disputes arise only when people attempt to force one set of values on others or lay claim to exclusive value systems that do not allow for divergent beliefs.
Negotiation of Selves Conflict: Conflict that occurs when one set of values clashes with another, and a decision has to be made. Negotiation of selves conflict. Conflict that is involved in the process of defining yourself to others and responding to their implied definitions of themselves.
Institutionalized Conflict: Competition over resources or power within a company
Conflict resolution methods:
1. Use creative responses: Creative response to conflict is about turning problems into possibilities. It is about consciously choosing to see what can be done. It is affirming that you will choose to extract the best from the situation. The philosophy behind this approach is that, life is about learning. A person who has gone “too far” knows just how far he can go. The essence is, “treat Conflict as an Opportunity”.
2. Win-win approach: I want to win and I want you to win too”. The important win/win maneuver can change course by beginning to discuss underlying needs rather than looking at solutions. This approach significantly alters the agenda on discussion table and places the right materials for cooperative problem solving. This approach is successful as “IT WORKS” because in this case both people win and both are tied to the solution. They feel committed to the plan as it actually suits both of them. This approach is therefore a conflict resolution for mutual gain.
3. Cooperative Power:When faced with a statement which creates conflict or has a potential to create conflict, it is advisable to ask open questions to reframe resistance. These questions are directed to have discussion to focus on positive possibilities so as to explore by clarifying the details, finding options, redirecting and going back to understand legitimate needs and concerns.
4. Assertiveness: The essence of Appropriate Assertiveness is being able to state your case without arousing the defenses of the other person. In order to state your point of view assertively, use “I” statement formula. An “I” statement says how it is on my side, how I see it i.e. you need to let the other person know that you are feeling strongly about the issue. “I” statement should not look like polite or soft nor should it be rude. Such a statement is a conversation opener, nor the resolution i.e. for improving rather than deteriorating relationships. The best “I” statement is free of expectations; it is delivering a clean, clear statement of how it is from your side and how you would like it to be.
5. Mapping:Define briefly the issue, the problem area, or conflict in neutral terms that all would agree. Write down each person’s or group’s concerns, fears or anxieties. Be preparing to change the statement of the issue, as your understanding of it evolves through discussion or to draw up other maps of related issues that arise.
1. Promote open communication at all levels
Business leaders should strive to promote healthy discussion within their teams. That doesn’t mean everyone will agree on everything 100 percent of the time. Make sure your employees know it’s okay to have differences of opinion.
2. Empower employees to talk it out first
To avoid having a situation get contentious right off the bat, encourage employees to first talk about their issues among themselves instead of heading to the manager’s office at the first sign of tension.
3. Encourage employees to alert supervisors as needed
There are situations when two (or more) employees cannot work the conflict out on their own. If an employee is still having trouble with a co-worker after trying to resolve it among themselves, they should alert their supervisor to the problem. Managers can often facilitate a workable solution by helping employees in conflict focus on shared goals and objectives.
4. Know when to get HR involved
If talking doesn’t work and the supervisor fails to help provide a resolution, let employees know they can – and should – go to human resources (HR). Employees should be prepared to talk about their issues, so HR can mediate the conversation and allow each employee to see things from a more neutral perspective. Once the meeting is complete, employees should be equipped with the tools, guidance and a plan of action to move forward.
5. Address employee conflict – even when it’s not reported
It’s a good rule of thumb to be proactive when dealing with conflict in the workplace. Managers should never assume that, just because an employee hasn’t said anything, there isn’t an issue that needs to be addressed.
Are co-workers that usually go to lunch together not going anymore? Could you cut the tension with a knife whenever certain employees get in the room together?
“Reading the room” is a simple but powerful technique for staying aware of the mood in your office. If you notice changes in behavior or obvious frustration, address it before it blows up – and encourage your managers to do the same.
6. Remind employees about your code of conduct
When people are hired, they have various kinds of paperwork to complete and read. One of them is the employee code of conduct. People may get caught up in their day-to-day duties and forget to follow some basic rules of conduct. Periodically, it’s a good idea to remind employees what’s expected of them and the consequences for violating the code of conduct.
Employee conflict is not an easy issue to deal with. But, by providing a clear roadmap for employees to follow should conflict arise, you can minimize loss of productivity and protect morale.
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