Conflict is defined as a discord between two or more interdependent parties with conflicting interests competing for scarce resources who feel that the other party hinders them from attaining their goals. The chapter explores conflict and tries to dispel the perpetrated myths about conflict. The myths include the effect of conflict on groups, causes of conflicts and the notion that all conflicts are resolvable if the parties involved embrace dialogue. The authors argue that conflict is not always a negative thing, is caused by more factors than communication and is not always resolvable by discussion. Conflict is believed to be always harmful and should be avoided, it is believed to be rooted in communication breakdowns and that it is always resolvable through dialogue myths that the text dispels and discredits.
Conflicts are believed to be harmful and to be avoided at all costs in the workplace. Adams and Galane (2017), postulate that it is indeed true that conflicts lead to hurt feelings and could lead to group dissolutions but only when expressed and managed poorly. They further argue that conflict helps group members to understand issues more clearly since when the different points of view are heard constructively they lead to invention and innovation through sharing of new ideas (Roche, Teague & Colvin, 2016). In groups where members fear to express them-selves for fear of appearing to disagree with the group thinking new, and perhaps more superior ideas go to waste which could add value to a project. They, therefore, dispel the myth that conflicts are bad for groups and emphasize that it all depends on how they are expressed and managed (Adams & Galanes, 2017). In sum, they postulate that conflicts increase members' comprehension of issues, facilitate the decision-making process, increase member involvement in projects and improve group cohesion.
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Conflicts are also perceived as being caused by misunderstandings and communication breakdowns in the workplace (Adams & Galanes, 2017). While communication contributes to conflict, it is not the only cause of conflict as myth as it is. Conflict in the workplace is caused by various factors apart from communication including resource scarcity, competition and rivalry, differences in temperaments and personalities, discordance in values and beliefs, unpredictable policies and conflicting goals (Adams & Galanes, 2017). There can, therefore, be perfectly flowing communication channels in the workplace but conflict still arises since communication is only one but not the only cause of conflict as myths show (Roche et.al., 2016). There is also a myth about conflict resolution which states that all conflicts can be resolved when parties embrace dialogue (Roche et.al. 2016). While some disputes like over resource distribution, rewards and how to reach team goals are easily resolvable through compromise and reason some others like over scarce resources, personal beliefs and differing perceptions are not always resolvable through dialogue (Adams & Galanes, 2017). Talking things over during a conflict is therefore not always a conflict resolution method as believed since some things are hard to change.
In sum, the myths about conflict discussed in the chapter are that poor communication is always a cause of conflict, that conflicts are always harmful and should be avoided and that conflicts can always be resolved through dialogue. The authors dispel the myths by stating that conflicts are constructive ways of contributing to the decision-making process, increasing employee participation in the work process and increase group cohesion if handled well. Conflicts are also caused by factors other than communication like resource scarcity, discordance in beliefs and personal values and unpredictable policies. Not all of these conflicts are resolvable by dialogue like the scarcity of resources or personal values and perceptions.
References
Adams, K. L., & Galanes, G. J. (2017). Communicating in groups: applications and skills : New York: McGraw-Hill Education.
Roche, W. K., Teague, P., & Colvin, A. J. (2016). The Oxford handbook of conflict management in organizations : Oxford: Oxford University Press.
