Constructive conflict

Constructive Conflict
Student’s Name
Institutional Affiliation

Constructive Conflict
Conflicts are omnipresent in the organization setting due to the existence of diverse people with different personalities and behaviors. The article defines the word conflict as the situation when an individual’s perceptions, actions, or view are on the contrary to those of other members in a group (Van De Vliert, Nauta, Giebels & Janssen, 1999). When conflicts arise in an organization, the management may handle these conflicts in either a constructive or a destructive manner. In this case, therefore, the article gives an in-depth analysis of handling conflicts constructively to enhance the organizational effectiveness. Besides, conflict and conflict management influence the organizational effectiveness therein.
In the article, the predominant perspective is that constructive conflict management technique such as problem-solving has a positive impact on the organizational effectiveness. Additionally, the article predominantly emphasizes that constructive conflict management entails the combination of both problem-solving and forcing to enhance organizational effectiveness. Organizational conflicts are inevitable, and thus the management has to set strategies that constructively handle the conflicts to enhance the organizational effectiveness. Furthermore, the article majorly relates the aspect of daily organizational conflicts to the performance effectiveness therein. The research finding by Van De et al.

(1999) affirms that managers that adopt both problems solving and forcing enhance the organizational effectiveness. Although, the study conducts experiments only on one group, the numbers show that integrating problem-solving and forcing to manage conflicts have a joint effect on the organizational effectiveness
The minority perspective affirms that although forcing is a constructive technique for managing conflicts in an organization, excessive force can be detrimental to the organizational effectiveness. Another minority perspective is that the problem-solving technique is more effective than force. For this reason, managers ought to use the minimum force possible to solve conflicts that arise among employees in the workplace. For instance, the findings of the research by Van De et al. (1999) show that the Dutch police managers created good relation outcomes and organizational effectiveness as they resolved conflicts by imposing the minimum force possible.

References
Van De Vliert, E., Nauta, A., Giebels, E., & Janssen, O. (1999). Constructive conflict at work. Journal Of Organizational Behavior, 20(4), 475-491. doi: 10.1002/(sici)1099-1379(199907)20:4<475::aid-job897>3.3.co;2-7