The differences between functional conflict

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Explain the differences between functional conflict and dysfunctional conflict. Provide examples.
Step 5: Now, let us assume that the communications among team members continued to deteriorate to the point where some team members were authorized to work virtually from remote locations. Now that some team members are working virtually, new communication issues have surfaced.

 

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Conflict is a natural and necessary part of life. It can arise in any relationship, whether it be with a spouse, co-worker, friend, or family member. The way that conflict is handled can make or break the relationship. Conflict can be functional or dysfunctional. Functional conflict is when people have opposing goals that can be resolved without conflict. Functional conflict is typically characterized by parties working together to resolve the conflict in a constructive way. Dysfunctional conflict, by contrast, is a type of conflict in which people can’t work together to achieve their common goals, often due to a lack of resolution of differences. They are often destructive and can lead to tension, anger, and resentment.

rly regarding leader-member relations, if the group are familiar and trusting of the leader policy implementation becomes much simpler. Similarly to leadership, understanding and adapting to the situation is key to a leader being able to implement policies that ensure a group work as a team. Teamwork is a product of good leadership, and is again the responsibility of the leader to ensure the group are working successfully together. Highly functioning teams are essential within organisations to increase productivity and member satisfaction, by utilising the talents of all group members effectively within the constraints of the task, personal relationships and the group goals (Pettinger, 2007).
Figure 2: Tuckman’s Model of Group Development (Agile Scrum Guide, 2019)
Tuckman in his Model of Group Development provides easily identifiable stages that a groups performance can be measured against, making it useful for monitoring performance, Figure 2 shows Tuckman’s model. Ranking group performance against this scale can provide leaders with a clear understanding of how the group are functioning, allowing them to implement policies to change this if performance is unsatisfactory (Pettinger, 2007). Within organisations, the theory can be loosely applied to creating teams by grouping familiar individuals with the aim that they will reach the norming and performing stage of the model quicker. For short and simple tasks this is an extremely effective way of organising groups, due to the increased short term productivity. However there are significant issues with grouping individuals in this manner, particularly when tasks become more complex, and ultimately the model should mainly be used for monitoring the progress of groups (Pettinger, 2007).

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