Image that your interest in conflict processes was brought to the attention of a powerful friend who operates a midsize pharmaceutical company. After hearing you expostulate on the nature and dynamics of conflict processes, she requests that you assist with a problem in her organization that involves conflict.
She explains that her company of 4,000 employees develops and markets drugs related to heart disease. The company has turned a profit for several years largely because of an aggressive promotions department and sale force. Until recently these two functions were housed in separate divisions, but last quarter promotions and sales were merged, creating a single unit. Since integration of the divisions, conflict has been the order of the day.
It seems every time she turns around she is asked to settle a dispute in the new ?marketing? division. She characterizes the situation as involving open hostility and suspicion. This animosity is most apparent between managers, but also occurs with frequency between managers and subordinates.
She could understand that situation more easily if the split existed along former division lines, promotions versus sales, but in her view the conflict does not discriminate. Given your interest and expertise, she asks that you assess the conflict and offer recommendations as to how it should be managed or resolved.
Granted, this is a complex problem, one that requires more background and context for intelligent study. But for the purpose of our discussion, let us say you work with the facts at hand. Obviously, you cannot intervene until you can accurately assess the situation and understand the reasons for the conflict.
In addition to determining the root causes of or contributors to the conflict, discerning the effects of the struggle is also paramount. After all, the conflict may be producing productive as well as destructive outcomes. So, where do you start? Where do you search for reasons and outcomes? A series of choices is apparent.