Stop demonizing conflict — organizations actually need it

The article Conflicts: Their Types, and Their Negative and Positive Effects on Organizations (2019)

The article Conflicts: Their Types, and Their Negative and Positive Effects on Organizations (2019) shows that this view — conflict is a risk that must be resolved quickly — is far too limited. Conflict is not only a risk. It is also a source of information, energy and progress.

Not every conflict is destructive. Not every harmony is healthy.

Conflicts come in many forms — and that matters

The article distinguishes between different types of conflict:

intrapersonal conflict (internal tension)

interpersonal conflict

intra-team conflict (task, process or relationship)

inter-group conflict

inter-organizational conflict

This typology is crucial. Many organizations put everything into one category, causing every conflict to automatically be seen as “negative”. As a result, they miss the opportunity to distinguish between conflicts that cause damage — and conflicts that actually help.

Because yes: conflicts can also be positive

The research shows that, under the right circumstances, conflict can lead to:

1. Better decision-making

When employees share different perspectives, decisions become more robust and nuanced. Not groupthink, but genuine consideration of alternatives.

2. Innovation and creativity

Clashing ideas encourage reflection, alternatives and new solutions. Without friction, there is no movement.

3. Higher engagement

When people know they can express their opinions — without it becoming personal — ownership and motivation increase.

4. Team growth and professional development

Conflicts stimulate open communication, empathy and stronger collaboration skills.

In short: conflict can function as a mechanism for development.

But there is also a downside — and we all know it

The same article shows that poorly managed conflicts lead to:

decreasing productivity

stress, absenteeism and turnover

polarization and mistrust

indecision and stagnation

Relationship conflicts in particular are toxic: they undermine trust, collaboration and psychological safety.

So the question is not: Do we want to avoid conflict?

The question is: How do we make conflicts functional instead of destructive?

This is where the greatest opportunity lies for modern organizations

The research emphasizes that conflict only has positive outcomes when organizations have:

clear conversation and decision-making structures

leaders who dare to guide conflict

psychological safety

skills in conflict recognition and management

a culture in which differences are valued

This aligns exactly with what we see every day at Result ADR: Teams do not become stronger by avoiding conflict, but by learning how to work with it.

Conflict is not an error message. It is a signal.

The article reinforces what we have experienced in practice for years: conflicts help organizations grow — provided you know how to read, guide and use them.

That is why we focus not only on resolving conflicts, but above all on developing conflict competence.

So organizations are no longer afraid of conflict, but can use it as a catalyst for innovation, collaboration and sustainable relationships.