Conflict can be broadly defined as a process, where two or more parties perceive that one of the parties can affect in a negative way something that the others care about. This definition is intentionally broad, incorporating a wide range of conflict types and characteristics. According to the interactionist view, conflicts are subdivided into functional and dysfunctional. Functional conflict is usually constructive and stimulating for the involved parties, because it enhances productivity, encourages creativity and motivates people. Dysfunctional conflict, however, is destructive, because it hinders group performance and prevents individuals from achieving their goals. Therefore, a minor level of conflict improves performance and helps to avoid stagnation. However, if conflicts become dysfunctional, they destroy cooperation and teamwork, as well as hamper productivity (Kroon, 1995).
My experience with project work in cross-functional teams has been both positive and negative. When people have different perspectives on an issue, it is easy to engage in a conflict. In some instances, these conflicts are highly beneficial, since they make all the participants look at the problem from different perspectives and stimulate in-depth discussion of the critical points. However, such conflicts may also become dysfunctional, when the difference in viewpoints triggers hostility between the counterparts. In this case, the conflict is no longer between ideas, but between people, therefore its ultimate goal is to prove the other party wrong, rather than to come up with the best solution. The situation is exacerbated if the conflict occurs between people on different hierarchical level, or if it is extended beyond a certain project, thus jeopardizing also future relationships and teamwork. Therefore, in order to ensure that the conflict is functional it is important not to make it personal. Secondly, conflicts can be stimulating only if the parties listen to the others’ opinions and keep an open mind about their work. Lastly, it may be helpful to involve a third party, in order to get an unbiased opinion about the issue. Such impartial person can be the leader of the team or a project coordinator, who gives the highest priority to the success of the project.
References
Kroon, J. (1995). General management. (2nd ed., pp. 397-340). Cape Town, South Africa:
Pearson South Africa.
