Define conflict. What are the views of conflict?
Conflict refers to perceived incompatible differences resulting in some form of interference or opposition.
It is the clash that occurs when the goal-directed behaviour of one group blocks or thwarts the goals of the other. Because goals, preferences, and interests of stakeholder groups differ, conflict is inevitable in organisations.
VIEWS OF CONFLICT:
1. The Traditional view
This is an early view on conflict. The assumption is that conflict is bad and always has negative effects to an organisation. Conflict was associated with violence, destruction, and irrationality.
It therefore follows that conflict must be avoided and it is the manager’s responsibility to rid the organisation of any conflict, that is, managers were evaluated according to their ability to reduce conflict to a zero level.
The traditional view dominated management literature from the 19th century up to the mid 1940s.
2.The Human Relations view
The argument here was that conflict was natural and inevitable phenomenon in all organisations. It therefore has to be accepted. This group of theorists maintained that conflict should, however, be minimised i.e. a maximum permissible conflict level should be set. They also conceded that there were times when conflict could actually be beneficial to an organisation.
This view dominated management thought from late 1940s to the mid 1970s.
3.The interactionist View
By and large, this constitutes the current thought on conflict. This approach, unlike the other views, maintains that conflict must actually be stimulated (encouraged, inspired).
The basic argument is that a harmonious, peaceful tranquil and cooperative organisation is prone to become static, apathetic, and non-responsive to needs for change and innovation. Management is, thus, encouraged to maintain a minimum level of conflict. This should be enough to stimulate ideas, innovations etc.
