Using an example, explain how dysfunctional conflict can have a negative impact on performance in an organisation. As a manager, explain how you would remedy the conflict situation you have discussed.
Conflicts in an organisation is common in all aspect of
the Company. However, a dysfunctional conflict damages employee relations and
hinders organisational progress. It can involve behaviour such as aggression, hostility,
or lack of respect toward others. It can arise between individuals, groups, or
teams. When it is functional, conflict can lead to better outcomes for the
organisation. As conflict is the engine of organisational innovation and helps
generate the best ideas. (Contu, A.,
2019) However, when conflict becomes dysfunctional, it can have negative
consequences for both employee productivity and the organisation.
Conflict is a necessary resource for organisational
performance to be managed so as the dysfunctional part can be minimised.
(Contu, A., 2019)
As a manager, it is his duty to identify a dysfunctional
conflict within his team. Though it is hard to identify, there are some signs
that may indicate when a dysfunctional conflict has become an issue in the
workplace. Absenteeism, increase in employee turnover, decreased commitment,
poor employee morale, decline employee efficiency and increase in negative
behaviours are tell tale signs of a growing dysfunctional conflicts.
The following list down some examples of dysfunctional conflicts:
1.) Credit grabber
· This
conflict strikes the heart of an individual who have been dishonoured. It may
establish a low morale to the affected employee and eventually resignation. As
a manager, he/she should practise due diligence in identifying and rewarding
the correct individual. Create an environment of trust and respect within the
team that credit grabbing will not be question. Create a culture of
transparency when it comes to acknowledging achievements. Establish a
performance evaluation system that ensure credit is appropriately attributed.
2.) Gossiping
· Making stories and false claims never end up in a good way. This creates animosity within the organisation. The manager should always encourage employee collaboration to foster a sense of teamwork and responsibility. A strict guidelines and expectations for employee behaviour should be adhered. Set a reminder to team members the importance of confidentiality in the workplace. The organisation should inform employees about the effect of words and how they should cease from conversations that negatively impact others. Managers can also empower employees with challenging tasks so that they have lesser time to engage in gossiping. (Tan, N., Yam, K. C., Zhang, P., & Brown, D. J., 2021).
3.) Refusal to work in a team
· This conflict is a result of an underlying issues that were ignored and/or neglected for a long time. As a manager, small issues within the team should be addressed immediately, he/she must identify growing conflicts within his/her team and resolve it immediately by setting up open forum communications within the team and discuss all aspects of minor conflicts and misunderstandings. Human Resource Department can also provide employee training on effective communication techniques and conflict resolution strategies to all employees. Provide support and training to help individual develop necessary interpersonal and teamwork skills. Create a positive team environment that promotes collaboration and trust. Encourage team-building activities, recognition, and reward teamwork. Help the individual to see the value in working with others and the positive impact it can have on their growth and success.
4.) Personal attacks, insults, and threats
· A conflict at this proportion can be a form of a crime and goes to show how poorly an organisation is being managed. The manager, in collaboration with HR should establish a reporting mechanism within the organisation. Implement a confidential reporting system where employees can report incidents of personal attacks, insults, or threats. Assure the employees that their concerns will be taken seriously and that they will be protected from retaliation. Establish a strict code of conduct, workplace policy, and organisational policies to adhere this kind of conflict.
5.) Professional arguments
· This conflict involves decision-making process, resource allocation, and task prioritization. This may lead to decreased team cohesion, damaged relationship, and a negative impact on morale. Though if seen constructively, this can stimulate creative thinking and innovation and a sense of a challenge to the individual to articulate their thoughts clearly. It encourages self-reflection and deepens their understanding of the subject matter. To resolve this matter, a manager should be unbiased to both parties and encourage constructive discussions within affected parties, actively listening, and promote a respectful communication. Ask both parties to present their arguments and facilitate a compromise and collaborative approach to find common ground and exploring potential solutions that address the concerns of both parties. Encourage brainstorming and help them identify a win-win scenario. A good manager will provide guidance and coaching to help individuals develop effective resolution skills.
6.) Miscommunications
· This conflict occurs when an intended message is not accurately understood or interpreted by the recipient. Miscommunications can lead to errors and mistakes in the workplace and can negatively impact productivity, quality, and efficiency. Miscommunication can cause tension between individuals and groups. Miscommunication can lead also to lack of coordination, resulting in conflicting actions and inefficiencies. Persistent miscommunication can erode trust among team members. An effective manager will always check-in with his/her team to address potential misunderstandings, clarify expectation, and provide updates on progress and will do his/her best to address all concerns as swiftly as possible. When miscommunications occur, encourage team members to seek clarification; as the saying goes, if you are not certain of the task in hand, don’t do it.
Conclusion
Dysfunctional Conflicts happen to any organisation, it
is a common fact. By implementing these strategies listed above, teams can
proactively mitigate dysfunctional conflicts and foster a positive and
collaborative working environment, and channel their energy towards a
productive outcome.
It is not only the job of the managers to implement these strategies but a collaborative effort to all employees in achieving a common goal of a harmonious working culture.
Reference
Contu, A. (2019). Conflict and Organization Studies.
Organization Studies, 40(10), p. 1448, https://doi.org/10.1177/0170840617747916
Contu, A. (2019). Conflict and Organization Studies.
Organization Studies, 40(10), p. 1445, https://doi.org/10.1177/0170840617747916
Tan, N., Yam, K. C., Zhang, P., & Brown, D. J.
(2021). Are You Gossiping About Me? The Costs and Benefits of High Workplace
Gossip Prevalence. Journal of Business and Psychology, 36(3), p. 430, https://doi.org/10.1007/s10869-020-09683-7
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