"Boulding (1962) defines conflict as, "a situation of competition in which the parties are aware of the incompatibility of potential future positions and in which each party wishes to occupy a position which is incompatible with the wishes of the other."" (qtd. in Capozzoli 1). Many people and organizations view conflict as something negative in a team environment. But without it the development of the team or team members would be severely impaired. The needed skills for constructive conflict will resolve disagreements and lead to a more productive team setting.
Conflict is not something that is tangible and can be seen or touched. It is something that lives in the minds and conversations of people. It can become tangible if the members of the team allow it to fester and come out as destructive arguing. When people are allowed to analyze and discuss different points of view in an open atmosphere it can help teams instead of hinder them. When properly dealt with, conflict is a healthy part of being a team member.
These are several characteristics of constructive conflict (Capozzoli 2):.
People change and grow personally from the conflict.
The conflict results in a solution to a problem.
It increases the involvement of everyone affected by the conflict.
It builds cohesiveness among the members of a team.
These are several characteristics of destructive conflict (Capozzoli 2):.
No decision is reached and the problem still exists.
It diverts energy from more important activities or issues.
It destroys the morale of teams or individual team members.
It polarizes or divides teams or groups of people.
The major causes of conflicts can be grouped into 7 categories; values, attitudes, .
needs, expectations, perception, resources, and personalities. Values are diverse among the different cultures involved in the team setting. Attitudes may be different on issues, which arise among the group. The needs of people in teams are quite different and frustration and conflict may arise if these needs are not met.
