
Bull moose antler sparring in Grand Teton National Park to determine breeding rights. This is a common occurrence when the bull moose are in rut. The configurations of antlers vary from bull to bull, but most configurations are such that the bulls can easily disengage once locked. From time to time, though, two bulls can actually lock antlers in a way in which they cannot disengage, and that event can lead to the deaths of both. In this way, conflict — which does serve a purpose from the perspective of species fitness — can lead to losses that harm the species.
So it is with destructive conflict in organizations. Constructive conflict does serve a purpose, but when it changes from a constructive form to a destructive form, it harms the organization. Organizational culture and policies that elevate the likelihood of constructive conflict turning destructive are counter-effective.
Photo courtesy U.S. National Park Service.
Destructive conflict can arise from a vast array of sources — innocent misunderstandings, campaigns to advance one's own career or destroy another's, spontaneous attacks, or acts of revenge. Destructive conflict can be inadvertently awkward or it can be intensely and permanently damaging. Rarely does it advance the work of the organization. At best, it enables temporary progress; at worst, it can permanently move a team so far from its objective that success is attainable only by redefining the objective.
Where destructive conflicts are common, their root causes likely lie in the organizational culture or the organization's leaders' approaches to shaping that culture. Here is Part I of a sampling of possible organizational roots of destructive conflict.
- Prevalence of virtual teams
- According to psychologist John Suler, a contributing cause of destructive conflict in the virtual environment is the online disinhibition effect. Briefly, virtual environments inherently weaken inhibitions that limit socially offensive behavior. (See "Toxic Conflict in Virtual Teams: Dissociative Anonymity," Point Lookout for April 3, 2013) It's also possible that frequent exposure to the virtual environment has lingering effects on our behavior in the face-to-face environment.
- Because the virtual environment is here to stay, we'll eventually learn how to use it responsibly. But even now, the outlines of a solution are clear: we can operate safely in virtual environments when we use them in conjunction with regular face-to-face contact. Compared to people who interact solely by virtual means, people who know each other well might be less likely to commit the social errors enabled by the online disinhibition effect. And when they do commit such errors, their relationships can provide the resources needed to make repairs quickly.
- Recent losses
- The phenomenon of Because the virtual environment
is here to stay, we'll eventually
learn how to use it responsiblyloss aversion is our tendency to prefer avoiding losses to acquiring gains of similar value. Having recently sustained losses can sometimes enhance this effect. For example, losses in organizational responsibility or power, as might occur in reorganization, can cause us to resist further losses more strongly than might be objectively justifiable, which can lead to intensified conflict. - Loss aversion relates to all kinds of losses. For example, after a reorg, people who were close friends might no longer be able to socialize because of changes in office assignments or scheduling. In response to this loss of social contact, they might feel isolated, and their behavior with respect to managing conflicts can change.
- Disempowerment
- When people feel helpless to address troubling organizational issues, they can experience stress and feelings of frustration. In a phenomenon known as ego depletion, the reserves of energy they need to accommodate each other's failings can be exhausted. (See "Ego Depletion: An Introduction," Point Lookout for November 20, 2013) On edge, a group of people in such a state can be unstable enough to support frequent destructive conflicts.
- Evidence of steady progress in addressing as-yet-unresolved organizational challenges can help people manage their frustrations about those challenges.
We'll continue next time with our exploration of organizational causes of destructive conflict, focusing on performance management, politics, and change. Next issue in this series
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Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
For more on Suler's work, visit his Web site.
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Related articles
More articles on Conflict Management:
Can You Hear Me Now?
- Not feeling heard can feel like an attack, even when there was no attack, and then conversation can
quickly turn to war. Here are some tips for hearing your conversation partner and for conveying the
message that you actually did hear.
Peace's Pieces
- Just as important as keeping the peace with your colleagues is making peace again when it has been broken
by strife. Nations have peace treaties. People make up. Here are some tips for making up.
How to Prepare for Difficult Conversations
- Difficult conversations can be so scary to contemplate that many of us delay them until difficult conversations
become impossible conversations. Here are some tips for preparing for difficult conversations.
Strategy for Targets of Verbal Abuse
- Many targets of verbal abuse at work believe that they have just two strategic options: find a new job,
or accept the abuse. In some cases, they're correct. But not always.
The Politics of Forming Joint Leadership Teams
- Some teams, business units, or enterprises are led not by individuals, but by joint leadership teams
of two or more. They face special risks that arise from both the politics of the joint leadership team
and the politics of the organization hosting it.
See also Conflict Management and Conflict Management for more related articles.
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