Achieving a common understanding usually means overcoming these obstacles first and then entering into sensible conflicts, that is, conflicts that lead to useful decisions. But these barriers create a form of conflict in itself – what I call “unhealthy conflict.” You`ve probably experienced enough conflict in your life to detect unhealthy conflicts when you see it and hear it. It has a way to hit you in the gut. Second, it is interesting to note that professional intermediaries often say that when they are called upon to resolve a conflict, both parties are barely on speaking terms. Once the mediators look at the substance of both parties, they learn that the signs of abundance are present, but people have ignored the importance of it until things reach a breaking point. In unhealthy conflicts, one person or group may try to assert power over another by talking about himself, attributing guilt, claiming superiority or dering the other person with negative statements. Unhealthy conflicts rarely lead to a positive solution without the intervention of a neutral third party. “Conflict is simply the energy created by the gap between what we want and what we experience.” Unhealthy workplace conflicts can lead to team disruption, resentment, negativity and, ultimately, increased turnover. Leaders in the workplace need to learn how to detect and resolve unhealthy conflicts at an early stage. Teams should be encouraged to discuss ideas without judging people, because their ideas may be different. Learning to recognize the difference between healthy and unhealthy conflicts and using healthy conflicts to strengthen a team`s strength can create a more harmonious workplace.
Certainly, the line between a healthy conflict and an unhealthy conflict can be a slippery slope, so here are some tips to promote healthy team conflicts. This condition, which we call an “unhealthy agreement”, is one of the most annoying problems facing teams and can lead to poor decision-making and poor teamwork. Teams perform exceptionally well by leveraging the complementary skills and knowledge of team members. But this can only be done if the team members are willing to listen to each other, to challenge each other and to discuss, while together seeking optimal solutions to the problems they face. In this chapter, we study this problem and discuss team building activities that have been used successfully to prevent unhealthy agreements. Some design teams do not consider this to be a conflict; they are used to the dance necessary to achieve a common understanding. Experienced teams with a good relationship can feel this common understanding or absence and know almost on an intimate level what it takes to solve it. Since this is a common point of confusion, let us clarify the difference between compromise and cooperation.
Although both modes lead the parties to meet their needs, the process and outcome vary considerably. As a mediation advisor, Dr. Ralph Kilmann states: “The decisive distinction is the needs that are met and the unaltible scope of using a certain mode of conflict. Compromise means that everyone is partly satisfied, but not entirely satisfied. A compromise can be z.B. a fraction of 50/50 or a 75/25 fraction or some other combination.