Conflict at work is typically viewed as something negative, disruptive, and undesirable. Yet, could conflict actually serve as a hidden resource, offering unexpected benefits? Research suggests the answer is yes—if managed correctly.
Conflict can broadly be divided into two types: task conflict and relationship conflict. Task conflict relates to differences in ideas, viewpoints, and opinions about work-related issues, whereas relationship conflict is associated with personal disagreements and interpersonal friction (Jehn, 1995).
While relationship conflict consistently undermines team cohesion and productivity, task conflict can lead to greater creativity and improved decision-making, provided that teams maintain psychological safety (De Dreu & Weingart, 2003; Edmondson, 1999).
Indeed, moderate levels of task conflict encourage team members to challenge assumptions, critically evaluate ideas, and propose alternative solutions (Jehn & Mannix, 2001). When individuals openly express differing opinions, the team benefits from increased clarity, deeper insight, and more robust solutions.
Theoretically, if a team agrees on everything all the time, then change can never happen; progress is stalled. It’s only through conflict and exploiting the cognitive diversity within a team that compromises can be made and ways forward can be found.
However, to reap the benefits of conflict, it must be managed constructively. Leaders play a crucial role by setting a tone of psychological safety—a shared understanding that speaking up is not only safe but encouraged (Edmondson & Lei, 2014). Effective conflict management also involves clear communication, active listening, and explicitly framing disagreements around tasks, not people (Jehn, 1995).
Organisations can create structures that normalize productive disagreement. For example, rituals like structured debates, assigning devil’s advocates, or conducting pre-mortems help teams engage positively with conflict (Nembhard & Edmondson, 2006). Through these methods, conflict becomes a catalyst for innovation rather than a drain on morale.
Thus, while unmanaged conflict is undoubtedly harmful, thoughtful engagement with disagreements can transform conflict into a powerful tool for organizational growth. Conflict at work isn't just inevitable—it can, indeed, be beneficial.
References
De Dreu, C. K. W., & Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88(4), 741–749.
Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
Edmondson, A. C., & Lei, Z. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1, 23–43.
Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2), 256–282.
Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44(2), 238–251.
Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and psychological safety on team improvement efforts. Journal of Organizational Behavior, 27(7), 941–966.