What is the definition of functional conflict?
Disagreements that lead to constructive solutions for the betterment of a group or team are known as functional conflict. People involved in functional disagreements aren’t out to get even; they just want to help the company out by fixing the problems that are plaguing it right now. Some other names for functional conflict include constructive conflict and cooperative conflict.
In functional conflict, everyone feels safe expressing their opinions without bias in a non-threatening environment, therefore there is no need to censor their ideas. Because everyone’s perspective matters, employees are more likely to speak up and come up with creative solutions in workplaces that use disagreements as a tool for growth.
What are the advantages of having a functional conflict at work?
When managers are able to approach arguments objectively, functional conflict can be a powerful tool for improving workplace performance.
These are the good things that come from functional conflicts:
1. Promotes collaboration
Since it is simpler to identify solutions when we work together, functional conflicts actually encourage teamwork. When everyone is working for the same objective—the success of the business—it fosters an environment of trust and loyalty.
2. Invents new approaches to old problems
The simplest way to find solutions is through functional conflicts, in which each team or individual works to solve a specific problem. Once everyone has had a chance to voice their opinion, we can finally put an end to all of our present problems.
3. Reduces stress
Conflicts have a negative impact on employee morale because they raise tension and anxiety in the workplace. A functional conflict, on the other hand, reduces tension in the workplace since employees’ opinions are not silenced. Without fear of ridicule or judgment, everyone is able to speak their mind.
4. Encourages constructive rivalry
Rewarding employees for their ideas after a functional conflict encourages others to improve their analytical abilities. This promotes a spirit of rivalry.
Problems that can arise in the workplace
Many things can lead to or manifest as workplace conflict. Conflict in the workplace, when managed properly, can boost productivity and success for the company. Here are a few examples of workplace conflicts:
- Interdependence
This disagreement develops when workers depend on one another to complete their tasks. Disagreement could arise in the workplace if one person believes that another’s suggestions are causing them to go behind schedule on a project.
- Dispute between managers
Staff members may experience friction if they are unable to work well with their supervisors or managers. Executives should coordinate departmental leadership and make sure all managers use the same dispute resolution process to avoid inconsistencies.
- Resource dispute inside the company
In a company where resources are scarce and employees are expected to share the majority of them, disputes are bound to arise. A business should buy enough office supplies and access licenses so that workers don’t have to constantly argue with each other. Distributing the resources fairly among departments ensures that every employee has an equal opportunity to be productive.
- Problems in communicating
If employees lack training in effective communication, disagreements could grow. Conflicts might arise from misunderstandings caused by different communication styles. A company should provide its employees with communication skills training.
- Disagreement over objectives
Employees’ availability and focus will vary frequently based on their personal objectives. Problems with resource distribution, contribution time, and teamwork can arise when two employees’ priorities are at odds with one another.
How dysfunctional conflict differs from functional conflict
Conflicts that are dysfunctional, as opposed to functional, are harmful to organizations because the people involved are usually just looking out for themselves, rather than the company’s best interests. When people aren’t getting along at work, the issue can escalate and become quite personal.
Dissimilar worldviews, ideas, and interests brought into the workplace are a common source of dysfunctional disputes. However, the working environment is often the cause of dysfunctional conflicts. An example of this would be when certain employees feel that management is favoring some of their coworkers over others.
Dysfunctional conflict can arise in toxic cultures and workplaces when people feel disrespected and treated unfairly or with lack of dignity. Employees become disengaged and unmotivated when dysfunctional conflict is present, which in turn lowers organizational performance. Dysfunctional conflict can cause situations that lead to disciplinary actions and complaints, or even employee resignations.
Effectively managing constructive conflict allows employees to express themselves, share their viewpoints, and collaborate on finding a long-term solution. People are inspired to think outside the box and come up with creative ideas.
However, when members of the group experience dysfunctional disputes, they are less likely to engage or participate in order to discover a solution since they are afraid to be themselves. In accordance with their principles, organizations should be prepared to handle both types of dispute fairly, consistently, and openly.
The following is a brief outline of the key distinctions between functional conflict and dysfunctional conflict:
Functional conflict
- Helps achieve company objectives and boosts efficiency
- Encourages creative thinking and constructive workplace change
- Includes expressing and debating alternative points of view
Dysfunctional conflict
- Creates inconvenience and squanders time and resources
- Reducing involvement and motivation, which in turn lowers productivity
- Contains hostility, defensiveness, and tension
Strategies for handling functional conflicts
To reap the benefits of functional conflicts, a company’s leadership must be able to approach disagreements in a neutral and fair manner. The following are some of the ways it can handle these conflicts:
- Make it clear to your staff that strong cultures include constructive disagreement and provide them advice on how to handle it.
- Instruction in “Crucial Conversations” and “Conflict Management” methods should be available.
- Create a transparent and well-documented procedure that workers can adhere to in the event of a disagreement.
- Get the word out by making it easy for workers to share their opinions. To make sure they don’t suffer in silence, encourage them to express their frustrations. While doing so, make an effort to show that you can listen to employees without interrupting or ignoring them.
- If necessary, have an impartial third party mediate the discussion and help the parties to an agreement.
- Help supervisors learn to recognize signs of unresolved tension in their employees, such as tardiness, lack of initiative, or poor performance.