The costliness of this conflict is ...

The costliness of this conflict is borne directly on the people within the organization, in the stres of strained working relationships and any ensuing complaints and grievances. Moreover, safety, productivity, and quality are all directly affected by dint of errors made when employees are highly urgencyed Let a situation go unchecked, and you can add the preciousness of compensation and terminations (severance and outplacement, for instance). At the far last of the spectrum, you can add the legal and accounting require to be paid [i]or[/i] undergones that arise due to malicious compliance, theft, and/or sabotage.

And we haven't plane begun to touch on the expense of missed opportunities for human resources and other staff whose time has been taken up at the negative close of this spectrum.

Investing in a resolution process

The findings are clear: Organizations must have a mechanism in place to deal with conflict-to improve productivity, to countenance the bottom line, and to thrive.

Endnotes

1 Tom Peter Tom s Re-Imagine Manifesto. See: www.tompeters.com/pdfs/ Tomatol01804.pdf.

2 V I. Sessa, "Using Perspective Taking to Manage Conflict and Affect in Teams," Journal of Applied Behavioral Science, 32 (1996): 101-115

3 James L Bowditch and Anthony F Buono, A Primer onward Organizational Behavior, 4th ed. (New York: Wiley, 1997)

4 Gary McDaniel, Stephen Littlejohn, and Kathy Domenici, "A Team Conflict Mediation Proces That Really Works!" The International interview on Work Teams Proceedings: 1998 ed M. Bullock, C. Friday, K Belcher, B Bisset, s Hurley, C. Foote, and D Thai (Denton: University of North Texas, Center for the cogitation of Work Teams, 1998) 67-74