The Impact of Conflicts in the Organizational Development

AuthorAngela-Mihaela Ene
PositionSenior Lecturer, PhD, 'Danubius' University of Galati, Faculty of Communication and International Relations, Galati, Roamania
ISSN: 2067 9211 Interdisciplinary Dimensions of Communication Science
The Impact of Conflicts in the Organizational Development
Angela-Mihaela Ene1
Abstract: Conflict, regardless of its forms, is inherent in social life, being obviously present at the level of
different types of organizations. This paper aims to highlight the impact and positive, constructive effects of
conflicts in organizational development. Conflicts are inevitable and often lead to the efficiency of the
organization's activity, to its development. Sometimes conflicts need to be caused in order to generate
something new, evolution and invigorate an organization. Conflict is inherent in human interaction, appearing
as a result of different s ystems of social values, differences in principles, culture, interests. Considering these
aspects, it tends to manifest itself with a greater emphasis within an organization, considering the multitude of
groups and subgroups that make it up. A mirror analysis between the particularities of the group, as a production
entity and the constituent elements of the conflict phase, from its outburst to its fadeaway, will be a sufficiently
calibrated working tool to be used in the analysis matrix and strategic reconstruction of an organization.
Keywords: conflict; organization; impact; development
For individuals who are involved in the conflict, this is of particular importance and it is very real. The
vast majority of conflicts have a destructive, negative effect on the organization in which they have
arisen, which is why they should never be ignored or denied, but approached in an active and combative
Conflict represents a disagreement, a confrontation of opinions, interests between different people or
groups of people and when we refer to its causality, we must consider a multifactorial and very diverse
one. Elements with a general title that could fall into the causality of some conflicts, both interpersonal
and organizational, are: age difference, perception of situations, level of training, level of education,
differences in behaviour and character, poor or defective communication, accepted and promoted values
and norms, knowledge of other organizations experiences, perception of past organizational
experiences, receptivity or resistance to change, to the new, different interests and objectives and others.
Along the time, there have been different views in the specialized literature on how to approach conflicts.
Summarizing all these approaches, the following perspectives can be considered:
- the traditional one, according to which the conflict is dysfunctional by definition, adopting a negative
attitude towards any type of conflict. Therefore, the traditional approach promotes the avoidance or
elimination of conflicts, by eradicating their causes and sources;
1 Senior Lecturer, PhD, “Danubius” University of Galati, Faculty of Communication and International Relations, Galati,
Roamania, Address: 3 Galati Blvd., 800654 Galati, Romania, Tel.: +40.372.361.102, Fax: +40.372.361.290, Corresponding

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