Conflict Management - Summary

TABLE OF CONTENTS
FUNCTIONAL VS. DYSFUNCTIONAL CONFLICT ..................................................................................................2
1.1 FUNCTIONAL CONFLICT .........................................................................................................................2
POSSIBLE OUTCOMES OF FUNCTIONAL CONFLICT ........................................................................................................2
1.2 DYSFUNCTIONAL CONFLICT ....................................................................................................................2
POSSIBLE OUTCOMES OF DYSFUNCTIONAL CONFLICT ...................................................................................................3
2. REASONS FOR CONFLICT............................................................................................................................3
3. MAKING RECOMMENDATIONS REGARDING THE MANAGEMENT OF CONFLICT IN THE BUSINESS ............................................4
4. THIRD PARTY INTERVENTIONS TO RESOLVE CONFLICT ...............................................................................................5
4.2 COMMISSION FOR CONCILIATION, MEDIATION AND ARBITRATION [CCMA].................................................................6

, CONFLICT MANAGEMENT
FUNCTIONAL VS. DYSFUNCTIONAL CONFLICT

CONFLICT = the negative differences of opinion or the varied emotions people experience
often due to a dispute over a particular issue. Conflict may lead to a positive outcome.

1.1 FUNCTIONAL CONFLICT
Functional conflict refers to a situation where the different parties deal with the conflict in a
manner that is healthy and where they respect each other’s opinions. The outcome of
functional is positive, and sometimes it may lead to more innovation, creativity and higher
productivity.

Without respect shown by both parties, functional conflict a positive outcome will prove
impossible. It is important that both parties listen to the others point of view and then
acknowledge that there may be merit in the opposing point of view, and that a compromise
in resolving the conflict will probably lead to a win-win situation.

An interesting concept is that the manager may sometimes deliberately play devil’s advocate
to create conflict, as it may lead to the group bonding because they have to defend their
common interest.

POSSIBLE OUTCOMES OF FUNCTIONAL CONFLICT
Complete may create awareness that there is a problem, which can then be solved.
Team members may start to consider a wider range of ideas, which may result in
increased participation by people who were not interested before [no more
groupthink], creativity and even higher productivity may be stimulated.
Perceptions that may not be accurate are discussed and misconceptions cleared
Clarification of individuals use occurred and corporation ensues

1.2 DYSFUNCTIONAL CONFLICT
When conflict lead to a decline in productivity, it is known as dysfunctional conflict.
Dysfunctional conflict is often the result of peoples miss perceptions, there are missions and
egos and or unwillingness to compromise. Miss understandings and a lack of communication
are central to dysfunctional conflict. The manager has to step in if the conflict situation has a
negative impact on productivity to ensure that the conflict situation is resolved. Dysfunctional
conflict may continue to hinder group performance, waste resources, be counter-productive,
and undermine group cohesiveness. If a compromise cannot be reached between the
complicated parties, the manager may have to force employees to set aside their differences
and cooperate to achieve the goals of the organisation.