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Conflicts during organizational change: destructive or constructive?

Conflicts during organizational change: destructive or constructive? Interpersonal conflicts at work are considered to be an inevitable part of anorganizational change. However, a lack of explanation of this relationship isapparent in the research literature. This article aimed at providing a tentativetheoretical explanation of this relationship, in addition to pointing at ways ofguiding this relationship in a constructive direction. It is suggested that thepotential functional consequences of conflicts can work as a driving force andfacilitator during the change process. The social work relationships are assumedto be negatively affected by extensive work related strain during the changeprocess, in that frustration caused by these strains are directed outwardlytowards colleagues and leaders to cause conflicts. The challenge is to create anopen, collaborative culture where constructive cognitive conflicts areencouraged whereas destructive affective conflicts are restricted. This may leadto increased innovation, adaptability, employee participation and flexibilitywhich are all important factors in a change process. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Nordic Psychology American Psychological Association

Conflicts during organizational change: destructive or constructive?

Andersen, Gunn Robstad
Nordic Psychology , Volume 58 (3): 17 – Oct 1, 2006
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References (70)

Publisher
American Psychological Association
Copyright
Copyright © 2006 The authors & Nordic Psychology
ISSN
1901-2276
eISSN
1904-0016
DOI
10.1027/1901-2276.58.3.215
Publisher site
See Article on Publisher Site

Abstract

Interpersonal conflicts at work are considered to be an inevitable part of anorganizational change. However, a lack of explanation of this relationship isapparent in the research literature. This article aimed at providing a tentativetheoretical explanation of this relationship, in addition to pointing at ways ofguiding this relationship in a constructive direction. It is suggested that thepotential functional consequences of conflicts can work as a driving force andfacilitator during the change process. The social work relationships are assumedto be negatively affected by extensive work related strain during the changeprocess, in that frustration caused by these strains are directed outwardlytowards colleagues and leaders to cause conflicts. The challenge is to create anopen, collaborative culture where constructive cognitive conflicts areencouraged whereas destructive affective conflicts are restricted. This may leadto increased innovation, adaptability, employee participation and flexibilitywhich are all important factors in a change process.

Journal

Nordic Psychology – American Psychological Association

Published: Oct 1, 2006

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