Passion. We want it in ourselves and we need it in our workforce. Passion is highly desirable, but is often born from conflict. This article discusses uses of organizational conflict, specifically its uses in fueling innovation through passion. Yes, conflict can be destructive and the mere mention of the word brings with it negative connotations. Regardless, it is arguable that most fail to consider the yield of positive change that conflict can bring – even its ironic ability to unify an organization. Out of constructive conflict, comes understanding of the views held by others. Understanding someone else’s ideas and views can create a shift in one’s own thinking, broadening the spectrum of possibilities for consideration through critical thinking. In those instances, conflict can bring about desirable outcomes. In order to attain this objective, conflict management strategies should be designed to enhance critical and innovative thinking. Conflict occurs organically, but can be harnessed and used to the betterment of the organization.

How Conflict Affects The Organization

The enemy of most organizations is complacency. Complacency lures an organization into the still backwaters of the status quo and kills the drive needed to advance, improve and grow through grass-roots innovation.

Innovation requires creativity to occur and creativity transpires through collaboratively sharing ideas and working solutions through teamwork. The problem is, with teamwork and collaboration comes conflict. Ideas clash and out-of-the-box concepts may threaten more conservative thinkers within the group. Conflict naturally exists in most (if not all organizations) as a result of people working together. By confining conflict to respectful exchanges it can be managed to prevent damage either of the parties (the business/organization or the people involved). Conflict “rules of engagement” will channel the creative process that employees are required to engage.

Establishing an environment for collaboration and innovation is necessary to engage employees in their organizational roles and reap the benefits of their domain knowledge.

How To Manage Conflict For Positive Returns

To manage conflict and drive positive outcomes when it occurs, it is critical to understand the behaviors behind it. The “model of concerns” (see graphic) addresses the quotient of concerns in a conflict relative to personal passion.

When the concern quotient for “self” is low, conflict is avoided and the individual will yield to the ideas of others without offering their own input (lose-lose). Likewise, when the quotient for self is high, the individual will be competing to get their idea pushed through – at the expense of other ideas (win-lose).

The quotient representing the other dimension of the model is “concern with others”. When the self concern quotient is low and the concern with others quotient is also low, that leads to accommodation (lose-win). Conversely, when the self concern quotient is high and the concern with others quotient is also high, that leads collaboration (win-win).

Striking a balance of both quotients is desirable – unfortunately, we cannot expect consistency in an individual regarding their level of concerns shown from situation-to-situation. In one circumstance, attachment to an idea can be personal – accepting input from an opposing view can be difficult. In another situation, the owner of the idea may have less emotion not be inclined to do battle to further their cause.

The following tips are helpful to establishing an environment for healthy conflict to occur:

-  Know staff styles to manage them towards healthy debate of ideas rather than heated or bitter fighting based on emotion with no concern for others

-  Stay familiar with staff resumes and capabilities – leveraging knowledge of staff member’s backgrounds to appropriately urge them to share ideas from their experience

-  Foster innovation by creating an open environment where promoting new ideas is encouraged

-  Teach staff to focus on the issue being debated and not the person sponsoring the idea

-  Teach staff to focus on concrete data and not opinions when new ideas are being challenged

-  When facilitating conflict resolution, get three to four alternatives on the table

-  Listen and be aware of procedural justice – extent to which people believe:

-  The process was fair

-  They were heard

-  Their ideas were valued

In conclusion, “good” conflict within the organization can fuel innovation, leading to value creation within an organization manifested through business process improvements and new product or service offerings. The recommendations in this article provide food for thought on the styles involved with conflict and the effects it has on the organization.  These recommendations can be implemented to harness conflict and avoid damaging consequences that can arise when conflict is left unchecked.