Organizational Behavior: Conflict and Decision Making
There are many issues that are often seen in an organization. One of these is the dichotomy between conflict and decision making (Robbins, 2008). How these are addressed, both by themselves and together, and how they are understood by the people in that organization can have much to do with how the organization progresses and whether the people in it get along and understand one another (Robbins, 2008). Conflict does not always come from bad decisions (Bhatnagar, 1988; Bem, 1977). It can come from disagreements over decisions that turn out to be good, and it can also come from failure to make decisions in a timely manner, or at all. Wherever it comes from, conflict is often tied to the decision making process, and it is an important and necessary part of running a business. Without it, businesses would not always get the extra incentive they need to move down another path or begin to take the company in a new direction. Organizations that are working toward goals and growth often encourage conflict so that decisions can be made (Bensimon, 1997; Bartz, Blume, & Rose, 1996). This does not mean that those who work for these organizations are encouraged to fight. Rather, it means that some dissent among the ranks and disagreem
However, allowing the proposed members of the group to be present at an interview for a new person can help alleviate some of the conflict that might come up later (Jehn, 1999). In other words, the differing opinions of people on the inside and how they react to ideas for the future of the organization are often related to the reactions of those on the outside. Usually, larger corporations have groups of individuals that make the large decisions. Conflict is common within many organizations, and the larger they are the more potential they have for conflict (Eichinger, Heifetz, & Ingraham, 1991). This will help to ensure the success of whatever decision that the group comes to, since there will be a greater suggestion that the public will be receptive to it, as based on the opinions of the various group members. This type of conflict will occur because the belief structures that people hold are different for a variety of reasons (Clay, Anderson, & Dixon, 1993; Eckhardt & Deffenbacher, 1995; Deffenbacher, 1995). To do this would spell certain disaster for a company. It was not long ago that organizational decision making groups could be expected to be comprised almost exclusively of white males, since this was the majority of the white-collar work force. In other words, some people will not be happy with the task no matter how it is done because they will have a strong emotional dislike either to the task or to the other group members. Not all members of a diverse group will agree on a task because it will seem to some that there is either a better way to go about it, or it does not need to be done at all. Conflict can be very important, because it helps to define the kinds of problems that outsiders might have with a particular decision that the company or organization might make. Sometimes, this conflict cannot be avoided, but it can work to an organization's advantage in certain circumstances, and is often desired as a basis for making decisions. There is no desire to lose the company's main vision among the arguments of those that are working to make it better.
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