Conflict has subtle, hidden costs. While more difficult to document, conflict can contribute to wasted time, reduced decision-making quality, sabotage and theft, sick time, and lower job motivation. One tragic example of the detrimental effects of conflict are news reports which suggest that the decision to launch the ill-fated space shuttle Challenger in January of 1986 was flawed by conflict among decision makers. Typically managers react to conflict in a number of ways. Because conflict can be uncomfortable, many managers simply ignore it. Others either threaten or separate the parties. Still others counsel each party separately. .
The question to be asked is: how are managers required to resolve conflicts? The answer is elusive because chances are that the manager is involved the conflict itself. It is not logical to then expect an unbiased solution to the issue. Such intervention may produce short-term results, but rarely do they work in the long run. Having an outside expert come in ensures that someone who is not directly involved will diagnose the problem. Secondly, managers sometimes do not have the time to really listen to parties involved. This has two consequences. Parties may feel unheard, which will escalate the conflict, and managers might implement the wrong solution.
Organizational conflicts can be complex. Individual conflicts are even more complex. While managers may understand an aspect of the conflict, inevitably, more information is needed. Hence it is important for managers to fully understand the ramifications of a conflict and its resolution.
In the same vein, a few attributes concerning conflict will be examined.
What is conflict and conflict management?.
Conflict may be defined as a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals. Conflict on teams is inevitable; however, the results of conflict are not predetermined.
