Here is the discussion: by "Vincent SCIULLO" on the topic "Functional organizational conflict and a dysfunctional conflict and how a leader"
Transformational leaders understand that conflict is inevitable, but managing it appropriately can actually contribute to innovation and better performance within the organization. These leaders will encounter both functional and dysfunctional conflict in their careers. According to Hughes, Ginnett, & Curphy (2015), we see functional organizational conflicts arise often when land developers attempt to negotiate with city councils for variance of local zoning laws for their projects (p. 671). Take for example, a mixed-use development project rising in downtown Miami, called Met Square. Met Square will include a 467-foot hotel tower with 392 rooms, along with a 1,780-seat movie theater and 37,666-square-feet of restaurant space. But in 2014, the project developer had already broken ground on the site, when Tequesta Indian remains were discovered. The Tequesta Indians are the earliest known residents of Miami, which made this a major archaeological find. A University Miami archaeologist filed a lawsuit with the city of Miami to halt the project from moving forward until a compromised was reached. To save the project and millions already invested, the leaders at the development company presented Miami's Historical Preservation Board with a compromise to pay respect to the site. The developer would shoulder the cost of encasing two prehistoric circles believed to be foundations for Tequesta dwellings, and they would be on display to the public at two corners of the property, with an indoor gallery and exhibit around one of them. This conflict resolution eventually appeased all sides involved, and the project is slated to open in a couple of months.
As for dysfunctional conflict, leaders may find themselves dealing with this type of conflict on a regular basis within their own organizations. At one of my previous work locations, staff's social media profiles were monitored by the corporate head of marketing. A group of interns had planned a weekend getaway in the Keys, and based on the unprofessional nature of their social media updates, those updates were sent to their director by the head of marketing. The director was not keen of this program, but nonetheless was responsible for addressing the situation with the group of interns per company policy. The director was conflicted, as she didn't feel that the updates were much of an offense, and these interns were fairly new to the company and doing great in their roles. This could sour their feelings about working for the company, and make them disengaged for the remainder of the internship. The director did reprimand the interns, and spoke at length about how to behave online, considering our employer was a highly visible company in the community, susceptible to online rumors and backlash. To resolve the dysfunctional conflict the director felt between her role, and the policy crafted by marketing executives, she used that opportunity to work on revising the social media policy with the marketing team and human resources, as to make it clear to all new hires that such a policy was in effect throughout the organization.
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