What is Conflict?

Conflict is often seen as something to avoid, but it is a natural and inevitable part of organisational life. When individuals and teams bring different perspectives, goals, and values to the table, tensions will arise. Far from being a sign of failure, conflict can be a healthy indicator that diversity of thought is present.  

In organisations, conflict often manifests in one of two forms task conflict—disagreements about methods, priorities, or resources—or relationship conflict, which is rooted in identity, values, or personal friction (Jehn, 1995). Both forms are common wherever people collaborate, and neither should be dismissed as inherently “bad.” 

Conflict manifests in different ways. Sometimes it is visible in raised voices, heated debates, or body language—folded arms, narrowed eyes, physical withdrawal. At other times it shows up subtly through silence, passive resistance, or disengagement. Suppressed tension often manifests as passive aggression, disengagement, or unresolved underperformance (Edmondson & Smith, 2006). 

Emotionally, conflict can trigger feelings of frustration, anxiety, defensiveness, or fear of rejection. Physiologically, the stress response may surface: faster heart rate, tense muscles, or the rush of adrenaline that primes the body for “fight or flight.” These reactions are normal; they are signs that something important is at stake. 

It is important to note that conflict is not the same as anger. Anger is an emotional state, often a reaction to perceived injustice or threat (Spielberger, 1999). Conflict, on the other hand, is a state of opposition or apparent incompatibility between people, ideas, or needs. Anger can occur within conflict, but conflict can also be calm, intellectual, or even productive. In fact, when handled constructively, conflict fosters creativity, strengthens relationships, and drives teams toward deeper understanding (Edmondson & Smith, 2006). 

Leaders and teams that handle conflict well, lean into it with courage. Rather than seeing it as a threat, they use it as an opportunity to understand underlying needs and strengthen relationships. Research shows that when teams are equipped to manage conflict constructively, they build greater trust, adaptability, and resilience (Salas et al., 2018). 

Conflict, then, is not a problem to eradicate but a reality to be understood and navigated. When leaders and teams develop the skills to face into it with curiosity and courage, conflict becomes less of a source of annoying division and more a precious catalyst for growth.