Traditional View of Organizational Conflict

by Zachary Fenell; Updated September 26, 2017

The traditional view of organizational conflict views workplace problems as completely negative entities. According to the Jordan Multilingual Business and Tourism Portal, businesspeople possessing the traditional view look to avoid workplace conflict.

Effects

Organizational conflict avoidance creates win-lose situations, leaving the less powerful party to feel disgruntled. Additionally, Reference for Business, a business encyclopedia, notes workplace conflict avoidance keeps the conflict’s root intact, making conflict re-occurrence a likely possibility.

Features

Communication apprehension proves commonplace in the traditional view of organizational conflict. This apprehension prevents sharing new ideas, creating a complacent workplace.

History

According to Reference for Business, the traditional view of workplace conflict dominated business philosophy up until the 1940s. By the 1940s the philosophy changed to the belief, managed correctly, organizational conflict can help an organization.

Considerations

While no longer considered effective to avoid workplace conflict, Reference for Business notes the strategy has a role in conflict management. This role involves short-term avoidance in order to help calm emotions before starting conflict resolution. Calmness proves important because conflict resolution requires objective mindsets.

About the Author

Zachary Fenell is a 2009 graduate of Notre Dame College of Ohio. He holds a Bachelor of Arts in communication with minors in philosophy and writing. Fenell has been writing since 2002, when he joined his high school newspaper, "The Arc Light." In college Fenell won awards for excellence in English and communication.

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