Emotions are the feelings of an individual. These emotions can influence both that individual's decision-making processes and their behavior. In an unemotional response, an individual usually thinks prior to speaking or acting. However, when strong emotions are involved, an individual will act before thinking. Emotions, particularly strong ones, tend to mask input to the brain. For example, an angry boss may not really hear the reasoning behind an employee completing a project late. The manager's emotions may overrule the rational thought processes. Possibly, there was a legitimate reason for the lateness. Emotions can drive us to the highest highs and the lowest lows, but emotions must always be subservient to our reasoning abilities.
The second type of conflict is C-type or cognitive conflict. C-type conflict is desirable in an organization. Because it is depersonalized nature, this type of conflict allows team members to voice arguments about decisions. These arguments then force the rest of the team to reconsider the decision with a different viewpoint. Type C conflict leans towards the positive side of the conflict battery. "Working through disputes brings individuals closer together, increases loyalty and enhances solidarity. An example would be a jury or board meeting" (Berryman-Fink & Fink, 1996, p 47). This type of conflict will typically increase productivity, creativity, and innovation. .
The encounters among peer groups make it possible for different ideas to emerge. Cognitive conflict leads to intellectual imbalance and a search for resolution. Such conflict does not necessarily mean confrontation or opposition, but a situation in which the team member will be open to change and ready to give up previously held opinions and perspectives and to possibly adopt new ones. As team members disagree, discuss, explain, and persuade one another, new positions, new ideas, and deeper thinking will emerge and the organization will benefit from it.
