Using Conflict for Organisational Benefit

Research studies have formed a solid base of knowledge about conflict and its management. Morton Deutsch first laid out his theory of cooperation and competition in the 1940s, and since then many social scientists have empirically supported and developed it. The approach has proved an elegant, powerful way to understand conflict. Deutsch argued that working with others can be distinguished by how people believe they depend upon each other, how goals are related consistently and dramatically affects interaction, in particular managing conflict.
People in conflict can conclude that their goals are cooperative or competitive. In cooperation, people believe that their goals are compatible and positively related; as one moves toward attaining a goal that helps others reach their goals. They may have a common goal: task force members will all be successful when Steve seriously considers their recommendations. Or they may have different goals: Rick pleases the accounting department by using its procedures so that he can develop budgets the corporate office takes seriously.
People who believe they have cooperative goals are likely to manage their conflicts productively. They recognize that it is in everyone's self-interest to promote each other's effectiveness. Feeling trusting, they freely speak their minds, reveal their frustrations, and talk about their anger. The participants welcome these confrontations and realize it is important to work out settlements so that they can continue to assist each other. They work for mutually beneficial solutions that maintain and strengthen the relationship. They explore each other's perspectives, creatively integrate their views, and are confident they will continue to work together for mutual benefit. As a result, they are prepared to collaborate and discuss future conflicts.
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