Is There Such a Thing as "Good" Conflict and How Can I Take Advantage of it?

Conflict is a natural consequence of human interaction. Put two or more people in a room for any amount of time, and disputes are likely. When individuals clash, combatants can become so concerned with defending their turf that they cease communicating. Mutual distrust can build and working relationships may be irreparably damaged.

However, managers can use conflicts productively, converting them into opportunities for creative problem solving (the task of reconciling conflicting visions forces us to think creatively) and improving decision-making skills (entertaining other points of views to make better-informed choices). Conflict can be an excellent way to identify problems before they grow larger and more disruptive and, more important, find effective, efficient solutions.

Your responsibility is to encourage this positive or constructive kind of conflict. You want opposing parties to debate freely and passionately while respecting the legitimacy of each other’s point of view. The end result may be more efficient or more effective ways of getting the work done.

Even constructive conflict can get out of control. To reap the benefits of constructive conflict yet avoid the repercussions that can result from encouragement of different viewpoints:

  • Identify common goals.
  • Clarify, sort, and value differences.
  • Gain commitment to change.

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Identify common goals. As differences arise, remind the parties of their common goal or mission. Stay away from personality issues. Rather, ask the individuals to review their goals to focus solely on shared or compatible ones. Once the goals have been identified, the group can move on to discuss how these goals can be shared.

Clarify, sort, and value differences. While contrasting viewpoints will surface, so will evidence that the participants have much in common. This commonality should be emphasized.

Gain commitment to change. Goals may be shared but the means of reaching them may vary. You want to reach consensus on the best way to move forward toward achievement of the shared goal.

When new ideas are presented to your team, encourage members to play devil’s advocate. Run meetings so that participants don’t feel uneasy about pointing to what is wrong with a favored idea. Attendees should feel an obligation to identify anything that may be wrong with a favored idea before it gets final acceptance.

When you suspect employees are afraid to disagree with you, tell them you’d like to hear their point of view. Don’t kill a messenger who brings bad news. On the contrary, make heroes out of employees who see challenges before you or other staff.