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Organization is a part, which cannot be avoided in the life of organizations because of the existing differences in goals, values, perception, and communication style among employees. Conflict in a well-managed manner can boost creativity, decision making and organizational learning, but when not managed properly, it may lead to low performance, worsening of relationships and dysfunction within the organization. The article review article under consideration is a peer-reviewed article that was accessed in the CSU Online Library and is based on managing the organizational conflict using communication strategies. In particular, the article by De Dreu and Gelfand (2008), Conflict in the workplace: Sources, functions, and dynamics across multiple levels of analysis, offers a general framework of explaining the role of communication as a factor in the outcomes of conflict. According to this review, the article has a premise, which is substantiated by important points, and in terms of this, the article uses the functional and dysfunctional conflict categories suggested by Rahim to evaluate the effectiveness of the communication-based conflict management approaches.
Article Preeminence and Major Supporting Points.
The main assumption, made by De Dreu and Gelfand (2008), is that conflict in organizations is not bad itself, but the results of the conflict depend on the way this is expressed and resolved to a great degree. According to the authors, constructive communication practices can turn conflict into a functional force enhancing task performance and innovation and poor communication will result in dysfunctional outcomes of conflict.
A major fact that justifies this assumption is the fact that the authors differentiate between task conflict and relationship conflict. Task conflict is a conflict concerning the ideas, procedures, or work related, whereas relationship conflict is a conflict concerning the personal incompatibility and the emotional tension. The article highlights that, task conflict, which is dealt with using open and respectful communication, has been found to be largely linked to such functional outcomes as; improvement in problem solving and decision making. Conversely, relationship conflict is generally dysfunctional with outcomes being stress, lessened trust and less job satisfaction.
The other significant argument is the role of communication climate in determining the outcome of conflicts. According to the authors, in those organizations where communication is open and supportive and the environment is psychologically safe, it is better equipped to resolve disagreements in a constructive manner. This kind of climate helps the employees to develop their dissenting views without fear of retaliation thus avoiding further potentiality of developing into a destructive conflict. This aspect is very crucial to the study of organizational communication since it confirms the fact that communication systems and conventions are the key to efficient conflict management. Functional and Dysfunctional Conflict Outcomes When applied to the conflict at work, these two theories can help in identifying the causes of conflict and comparing them to determine the most effective conflict resolution strategies.<|human|>Functional and Dysfunctional Conflict Outcomes When the two theories are applied to the conflict at work, they would assist in identifying the causes of the dispute and relating them to the most effective conflict resolution strategies. Based on the framework by Rahim (2011), one can study the conflict in the article in both functional and dysfunctional terms. Functional conflict resolution results in the development of better decisions, creativity, and organizational learning. De Dreu and Gelfand (2008) illustrate that task conflict that is well communicated is in line with the functional outcomes of Rahim. As an illustrative case, constructive debate and active listening could enable teams to dispute assumptions and come up with creative solutions. On the other hand there are dysfunctional conflict outcomes that manifest in hostility, less cooperation and a decline in performance which are experienced when there is poor communication or emotional communication. Relationship conflict analyzed in the article is another sign of dysfunctional results in Rahim, as it takes attention off the organizational goals and destroys personal relationships. This discussion can explain why it is crucial to differentiate between the types of conflicts and implement the right communication strategies in this case. Communication Techniques for Managing Conflict The paper cites various communicational methods that are useful in dealing with functional conflict, and solving dysfunctional conflict. These consist of active listening, aggressive but respectful conversation, and joint problem solving. Active listening enables parties to feel that they are heard and minimize misunderstandings whereas assertive communication gives individuals to voice their concerns without being aggressive. Through collaborative dialogue, joint ownership of problem is promoted and conflict is converted into a joint challenge instead of an individual conflict. The techniques are very consistent with the integrative conflict management style of Rahim as it focuses on cooperation and mutual benefit. Through these communication techniques, organizations are able to reduce dysfunctional conflict and maximize the positive capability of functional conflict. Conclusion In summary, the article by De Dreu and Gelfand (2008) offers an interesting and well-grounded discussion of the role played by communication in determining the outcomes of conflicts within an organization. Its major contributions have been the distinction between the types of conflict, the importance of communication climate, and the use of constructive communication to achieve functional outcomes of conflict as developed by Rahim. The article is very relevant to the course and the field of organizational communication overall, as it supports the notion that the concept of conflict management follows the fundamental principles of the communication process. Conflict has been used as a strategic resource in organizations instead of a force that is destroying because organizations apply sound communication skills. ReferencesDe Dreu, C. K. W., & Gelfand, M. J. (2008). Conflict in the workplace: Sources, functions, and dynamics across multiple levels of analysis. Journal of Organizational Behavior, 29(1), 3–10. https://doi.org/10.1002/job.481
Rahim, M. A. (2011). Managing conflict in organizations (4th ed.). Transaction Publishers.
