Conflict is not the problem. How we deal with it is.

An interesting article, Positive Conflict in Organizations (2022), shows that conflicts are not inherently harmful. On the contrary: organizations that learn to deal with conflict in a mature way appear to function in a more innovative, resilient and transparent manner.

But — and the research rightly emphasizes this — this only happens under the right conditions.

Why conflict can also be valuable

The article shows that conflict can do three things that are essential for organizations:

1. Conflicts reveal problems

They make visible what is not working: unclear processes, bottlenecks, misunderstandings. Without conflict, all of this remains hidden beneath the surface.

1. Conflicts bring new perspectives together

Creative tension emerges when different ideas, values or perspectives collide — not when everyone simply confirms each other.

1. Conflicts create engagement

People who feel safe to speak up also feel ownership of solutions. This strengthens team dynamics and support.

This is what the research refers to as “positive conflict”: conflict that does not escalate, but helps organizations grow.

But be aware: positive conflict never happens automatically

The authors warn against a common misconception: innovation does not come from simply creating “more conflict”.

What you do need:

psychological safety

leadership that can guide conflict

clear frameworks for how disagreements are discussed

respectful communication

conflict management skills

the willingness to listen and reflect

Without these conditions, conflict quickly becomes personal. And once differences in tasks turn into relationship conflicts, teams lose focus, speed and trust. That is why conflict competence is not a luxury, but a necessity.

What does this mean for organizations today?

In my work at Result ADR, I see the same patterns described in the research:

Teams that avoid conflict accumulate underlying tension.

Teams that guide conflict become stronger.

The question organizations should therefore ask themselves is not:

“How do we prevent conflict?”

but:

“How do we ensure that we can deal with it professionally?”

That starts with knowledge, skills and safety.
By training leaders in conflict management.
By designing meeting and decision-making processes that allow room for strong, yet respectful debate.
By creating a culture in which people dare to make a difference without losing connection with each other.

Conflict is inevitable. Dysfunctional conflict is not.

The research Positive Conflict in Organizations shows that conflict can be a source of information, growth and innovation — provided we know how to work with it.

That is exactly where Result ADR supports organizations. Not to “remove” conflicts, but to learn how to use them constructively, safely and professionally.

If you are curious how your organization can become more conflict competent, I would be happy to discuss it.