Conflicts during organizational change

Abstract

Interpersonal conflicts at work are considered to be an inevitable part of an organizational change. However, a lack of explanation of this relationship is apparent in the research literature. This article aimed at providing a tentative theoretical explanation of this relationship, in addition to pointing at ways of guiding this relationship in a constructive direction. It is suggested that the potential functional consequences of conflicts can work as a driving force and facilitator during the change process. The social work relationships are assumed to be negatively affected by extensive work related strain during the change process, in that frustration caused by these strains are directed outwardly towards colleagues and leaders to cause conflicts. The challenge is to create an open, collaborative culture where constructive cognitive conflicts are encouraged whereas destructive affective conflicts are restricted. This may lead to increased innovation, adaptability, employee participation and flexibility which are all important factors in a change process.