Constructive conflict can be seen as a controversial topic.

Do you think that the statement "any

conflict is negative conflict" could be considered accurate? Why or why not?

Conflict arises from antagonistic social action within oneself or between two or more actors, usually
expressing disagreements or sometimes hostilities. Possible causes of conflicts may include differences in
communication styles, culture, goals, values, and principles (Ho-Won, 2010; Mitchell & Mitchell, 2015;
Runde & Flanagan, 2007). It is a common and inevitable occurrence in human interactions, and I believe
the statement, "Any conflict is negative conflict." is inaccurate.

To assess the veracity of the abovementioned statement, it is essential to first delve into the three
different views of conflict: Traditional, Human Relations, and Interactionist. "Any conflict is negative
conflict" comes from the traditional view which believes that conflicts are harmful and should be
avoided. It is associated with discord, violence, aggression, and destruction. This is the earliest conflict
view, developed in the late 1930s and early 1940s. However, as time progressed, this conventional
ideology started to change. Scholars and academics started to identify the roots of organizational
conflicts and the advantages of proper management conflict. The traditional view fell out of their favor
and gave birth to two new perspectives (iEduNote, n.d.).

The human relations view was developed in the late 1940's until mid-1970's when Organization
Behavior studies growing. This is when conflicts were seen in a positive light (iEduNote, n.d.). According
to the human relations view (also called the Managed View), conflicts in organizations are considered
inevitable and important. While the traditional value believes that conflicts should be avoided and
eliminated, the human relations view says that conflicts cannot be eradicated but should be effectively
managed and resolved before it reaches a certain level (Khaiyat, 2016).

The most recent view on conflict is the interactionist view. Similar to the earlier human relations view, it
accepts conflict as an integral part of an organization, however, the interactional view takes this concept
further, stating that conflicts are necessary to improve the organization's performance (iEduNote, n.d.) It
is encouraged to view conflicts rationally;n organization without them may become stagnant and not
improve (Khaiyat, 2016). The interactionist view does not see all conflicts as positive. They can either be
functional or dysfunctional. Functional form helps enhance the group, while the dysfunctional form is
destructive; hence, it should be avoided (Gordon, 2022; iEduNote, n.d.).

American psychologist Kenneth Kaye said, conflict is neither good nor bad. Properly managed, it is
absolutely vital." The good and the bad stems from the management of conflict. If managed correctly,
the conflict could be a productive force that can inspire the members to level up their knowledge and
skills, hence improving the overall output of the team (Bacal, 2004).

I want to share my experience back home in the Philippines. My friend Fritz and I were partners in our
small baking business. I was responsible for the production, and Fritz the marketing and sales. Sales were
a bit short, but I thought becoming visible to more people might help improve it. I was this dreamy and
ambitious baker who wanted to acquire a space to bake and sell our cakes and pastries and convert it to
a coffee shop, if possible. And then, I saw a post on Facebook about someone wanting to transfer
ownership of their milk tea shop. I thought of buying it for my business. However, Fritz did not share the
same goal with me and was against taking a bank loan for the venture. I felt disappointed and
discouraged by what I felt was antagonism from a friend. We did not speak with each other for weeks,
and I did not take orders for almost a month. He approached me one day and explained his concerns—
the tedious process and the resources we did not have. Finally, I realized what we were lacking, and I
have to learn and study more before delving into that business.

Thinking back, if we did not have a conflict and he ignored my "no plan" plan, we would have ended up
with debt in our name. I realized that wanting to do something on a whim would not be good for my
business and that I should make a sound business plan and acquire more resources before buying a shop
I cannot manage outrightly. We were able to go through the conflict without hurting each other deeply.
We took our time to calm down and settle our emotions and differences. Our parents are good friends,
and I appreciate them helping with the mediation. My takeaway from this experience is to give time for
each other to express their thoughts and ideas; recognize their points, especially do not invalidate their
feelings; weigh the pros and cons; accept and support the healthier option for the team even if you think
it does not align with your personal goals at that time; and apologize when you were not were in the
wrong and if you were only acting out because of your emotion.

Saying that any conflict is "bad" and should be avoided is not valid anymore. Steering away from conflict
and leaving it unresolved is equivalent to dismissing your colleagues' thoughts and emotions, even if
they are valid and rightful. This repression of the conflict feeds negative emotions, which undermines the
organization's performance. What happens to an organization with no conflict? Will the team members
improve and the team become proactive and productive? I believe conflict per se is not necessarily bad;
inaction and poor management are.
Bibliography
Bacal, R. (2004). Organizational Conflict: The Good, the Bad and the Ugly. The Journal of Quality and
Participation, 21-22.

Gordon, J. (2022, April 8). Conflict Management in Groups - Explained. Retrieved from The Business
Professor: Management, Leadership, & Organizational Behavior:
https://thebusinessprofessor.com/en_US/management-leadership-organizational-behavior/
conflict-management-in-groups

Ho-Won. (2010). Conflict Management and Resolution: An introduction. 2 Park Square, Milton Park,
Abingdon, Oxon: Routeledge.

iEduNote. (n.d.). Views of Conflict: Traditional, Human Relations, Interactionist. Retrieved 08 01, 2023,
from iEduNote: https://www.iedunote.com/views-of-conflict

Khaiyat, R. (2016). Differences among the three views of Organizational Conflict. International Journal of
Scientific & Engineering Research, 7(4), 502-503.

Mitchell, B., & Mitchell, B. (2015). The Essential Workplace Conflict Handbook: (First ed.). Weiser.

Runde, C. E., & Flanagan, T. A. (2007). Becoming a Conflict Competent Leader: How You and Your
Organization Can Manage Conflict Effectively. 989 Market Street, San Francisco, CA: Jossey-Bass.