|
|
|
|
Destructive and Constructive Conflict In 1969, Deutsch created a view of conflict that remains a usable framework today. Deutsch claimed that the negative or positive nature of conflict really is determined by people's behaviors; it is not an inherent quality of conflict itself. Some behaviors produce dysfunctional, destructive and unproductive responses; other behaviors produce functional, constructive and productive responses. Destructive conflict. Behaviors that escalate a conflict until it seems to have a life of its own are dysfunctional and destructive. Destructive conflicts may degenerate sufficiently so the conflict parties forget the substantive issues and transform their purposes to getting even, retaliating or hurting the other person. In destructive conflict, no one is satisfied with the outcome, possible gains are not realized and the negative taste left over at the end of one conflict episode is carried over to the beginning of the next conflict--creating a degenerating or negative spiral. Destructive conflicts are more likely to occur when behaviors come from rigid, competitive systems. Constructive
conflict. Behaviors that are
adaptive to the situation, person and issues of the moment are
functional and constructive. Many conflicts are a mixture of competitive
and cooperative impulses. Constructive
conflicts appropriately balance the interests of both parties to
maximize the opportunities for mutual gains. Constructive conflicts
contain an element of creative adaptation born from a realization that
one must know both one's own and the other's interests and goals to be
able to find a road both parties are willing to walk to discover a
mutually acceptable outcome. Focusing on the process, not just the
outcome one person desires, is key to productive conflict management.
|
| <Previous Page | Next Page> |