Are the power or status differences between individuals or groups contributing to the conflict?
Often power cannot be equalised in organisations, but one can achieve psychological equality by making all employees realise that they are interdependent, and need mutual support towards a common goal. Are we dealing with functional or dysfunctional conflict? Is the conflict adding to or detracting from organisational performance? Many people see organisational conflict as something negative which must be resolved completely. Yet conflict is inevitable, and indeed in certain amounts extremely useful, by energising people into realising that they need to change or move forward. In organisations where there are too many yes-men, where there is a sense of complacency with no diversity or new ideas, it can help to stimulate conflict by altering structures or incentives, or bringing in contentious outsiders. Conflict can be used as a source of creative tension to enhance decision making, increase levels of productivity, and help the organisation move forward. This feature: Karin Osler (1993
