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Conflicts during organizational change: destructive or constructive?
Interpersonal conflicts at work are considered to be an inevitable part of an organizational change. However, a lack of explanation of this relationship is apparent in the research literature. This article aimed at providing a tentative theoretical explanation of this relationship, in addition to po...
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| Published in: | Nordic psychology 2006-10, Vol.58 (3), p.215-231 |
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| Format: | Article |
| Language: | English |
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| container_end_page | 231 |
| container_issue | 3 |
| container_start_page | 215 |
| container_title | Nordic psychology |
| container_volume | 58 |
| creator | Andersen, Gunn Robstad |
| description | Interpersonal conflicts at work are considered to be an inevitable part of an
organizational change. However, a lack of explanation of this relationship is
apparent in the research literature. This article aimed at providing a tentative
theoretical explanation of this relationship, in addition to pointing at ways of
guiding this relationship in a constructive direction. It is suggested that the
potential functional consequences of conflicts can work as a driving force and
facilitator during the change process. The social work relationships are assumed
to be negatively affected by extensive work related strain during the change
process, in that frustration caused by these strains are directed outwardly
towards colleagues and leaders to cause conflicts. The challenge is to create an
open, collaborative culture where constructive cognitive conflicts are
encouraged whereas destructive affective conflicts are restricted. This may lead
to increased innovation, adaptability, employee participation and flexibility
which are all important factors in a change process. |
| doi_str_mv | 10.1027/1901-2276.58.3.215 |
| format | article |
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organizational change. However, a lack of explanation of this relationship is
apparent in the research literature. This article aimed at providing a tentative
theoretical explanation of this relationship, in addition to pointing at ways of
guiding this relationship in a constructive direction. It is suggested that the
potential functional consequences of conflicts can work as a driving force and
facilitator during the change process. The social work relationships are assumed
to be negatively affected by extensive work related strain during the change
process, in that frustration caused by these strains are directed outwardly
towards colleagues and leaders to cause conflicts. The challenge is to create an
open, collaborative culture where constructive cognitive conflicts are
encouraged whereas destructive affective conflicts are restricted. This may lead
to increased innovation, adaptability, employee participation and flexibility
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organizational change. However, a lack of explanation of this relationship is
apparent in the research literature. This article aimed at providing a tentative
theoretical explanation of this relationship, in addition to pointing at ways of
guiding this relationship in a constructive direction. It is suggested that the
potential functional consequences of conflicts can work as a driving force and
facilitator during the change process. The social work relationships are assumed
to be negatively affected by extensive work related strain during the change
process, in that frustration caused by these strains are directed outwardly
towards colleagues and leaders to cause conflicts. The challenge is to create an
open, collaborative culture where constructive cognitive conflicts are
encouraged whereas destructive affective conflicts are restricted. This may lead
to increased innovation, adaptability, employee participation and flexibility
which are all important factors in a change process.</description><subject>Conflict</subject><subject>Constructive thinking</subject><subject>Cooperation</subject><subject>Employee Attitudes</subject><subject>Human</subject><subject>Interpersonal conflict</subject><subject>Interpersonal Relationships</subject><subject>Organizational Change</subject><subject>Organizational Climate</subject><issn>1901-2276</issn><issn>1904-0016</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2006</creationdate><recordtype>article</recordtype><sourceid>7QJ</sourceid><recordid>eNpdkE1LBDEMhosouKz7BzwNIt5mbNrplxeRXb9gwYueS6fTXbuM7TidEfTXW1zxYA7Jm-QhJEHoFHAFmIhLUBhKQgSvmKxoRYAdoFku1iXGwA9_9B44RouUdjgbVUQJPEOrZQybztsxFe00-LAt4rA1wX-Z0cdgusK-mrB1V0Xr0jhMdvQfLiOFjeEvvz5BRxvTJbf4jXP0cnf7vHwo10_3j8ubdWlAsbFUNQfRGNFySriVVLZ844QTJDtmiJRKtjK3AZyzTUMUbiy3igpDWOOspXN0sZ_bD_F9ygvpN5-s6zoTXJySZgKYkoJm8OwfuIvTkM9JmkNdSwmEZOh8D5ne6D59WjOM3nYu6RB7zaSmOr-SfgNd2WjA</recordid><startdate>20061001</startdate><enddate>20061001</enddate><creator>Andersen, Gunn Robstad</creator><general>Dansk psykologisk Forlag</general><scope>7RZ</scope><scope>PSYQQ</scope><scope>7QJ</scope></search><sort><creationdate>20061001</creationdate><title>Conflicts during organizational change: destructive or constructive?</title><author>Andersen, Gunn Robstad</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-a195t-94617ba7d6326c838d6fe7e72e7e5a28898d8a7d11eecbb290bc6c937a25becc3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2006</creationdate><topic>Conflict</topic><topic>Constructive thinking</topic><topic>Cooperation</topic><topic>Employee Attitudes</topic><topic>Human</topic><topic>Interpersonal conflict</topic><topic>Interpersonal Relationships</topic><topic>Organizational Change</topic><topic>Organizational Climate</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Andersen, Gunn Robstad</creatorcontrib><collection>Access via APA PsycArticles® (ProQuest)</collection><collection>ProQuest One Psychology</collection><collection>Applied Social Sciences Index & Abstracts (ASSIA)</collection><jtitle>Nordic psychology</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Andersen, Gunn Robstad</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Conflicts during organizational change: destructive or constructive?</atitle><jtitle>Nordic psychology</jtitle><date>2006-10-01</date><risdate>2006</risdate><volume>58</volume><issue>3</issue><spage>215</spage><epage>231</epage><pages>215-231</pages><issn>1901-2276</issn><eissn>1904-0016</eissn><abstract>Interpersonal conflicts at work are considered to be an inevitable part of an
organizational change. However, a lack of explanation of this relationship is
apparent in the research literature. This article aimed at providing a tentative
theoretical explanation of this relationship, in addition to pointing at ways of
guiding this relationship in a constructive direction. It is suggested that the
potential functional consequences of conflicts can work as a driving force and
facilitator during the change process. The social work relationships are assumed
to be negatively affected by extensive work related strain during the change
process, in that frustration caused by these strains are directed outwardly
towards colleagues and leaders to cause conflicts. The challenge is to create an
open, collaborative culture where constructive cognitive conflicts are
encouraged whereas destructive affective conflicts are restricted. This may lead
to increased innovation, adaptability, employee participation and flexibility
which are all important factors in a change process.</abstract><pub>Dansk psykologisk Forlag</pub><doi>10.1027/1901-2276.58.3.215</doi><tpages>17</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 1901-2276 |
| ispartof | Nordic psychology, 2006-10, Vol.58 (3), p.215-231 |
| issn | 1901-2276 1904-0016 |
| language | eng |
| recordid | cdi_proquest_miscellaneous_57159873 |
| source | Applied Social Sciences Index & Abstracts (ASSIA); Taylor & Francis; EBSCOhost APA PsycARTICLES |
| subjects | Conflict Constructive thinking Cooperation Employee Attitudes Human Interpersonal conflict Interpersonal Relationships Organizational Change Organizational Climate |
| title | Conflicts during organizational change: destructive or constructive? |
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