Finding the right “trade-off”
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According to research conducted by L. D. Brown (Managing Conflict of Organizational Interfaces, Reading, Addison-Wesley, 1986), both the absence and the excess of conflict are non-functional extremes in an organisation.
Low no. conflicts/negative results.
With a total lack of conflict, you lose the advantage of being able to see a concept from more than one angle, of having to reflect self-critically on your assumptions of responsibility, or being aware of the possible risks or downsides related to its proposal (lack of devil's advocate).
= high opportunity costs, low level of creativity.
High no. conflicts/negative results.
With an excess of conflicts, the organization may lose too much time and energy finding a solution that can satisfy the parties involved in the conflict.
= high energy time dispersion, low level working atmosphere.
