17. October 2020 · Comments Off on However Robbins · Categories: News · Tags: , , , , ,

The conflict was viewed negatively and was used as synonym for terms of violence, destruction and irrationality to reinforce its negative connotation (p. 434) Valdez (1998) says in this regard conflicts arise as a struggle between opposites, this generates tension that can lead to the opponents to have feelings of frustration that can finally express themselves with a response of aggression (p. 44-46), the conflict may be a trigger for aggression and divided into different types that can result in behaviors positive, in where it becomes functional, or negative, that the conduct is dysfunctional. For Robbins (1999) functional conflict is one that underpins the Group’s goals and improves its performance and the dysfunctional is that hinders the performance of the Group (p. 436). However Robbins (1999) points out that the vision that all conflict is bad certainly offers a simple approach to observe the behavior of the people who generated the conflict.

Since any conflict must be avoided, simply direct attention to its causes and correct these flaws in order to improve the performance of the Group and of the Organization are needed. (p. 435). Robbins (1999) has two perspectives on the conflict: or of human relationships: this point of view argued that the conflict is a natural consequence in all groups and organizations. Since conflict is inevitable, human relations school supported acceptance of the conflict by mentioning that it can not be deleted and that it could benefit the performance of the group. The human relations approach dominated theory of the conflict since the end of the Decade of the forties until the mid-1970s. or the interactionist perspective: this approach not only accepts, but rather encourages it. By the same author: Vladislav Doronin. Everything based on jun group harmonious, peaceful, quiet and cooperative is inclined to become static, listless and not responsive to changing needs and innovation, by what the leaders, under the interactionist approach, they must maintain a minimum level of conflict, enough to keep the viable, self-critical and creative group.