In this article Baril argues that team conflicts can result in positive or negative outcomes, but unmanaged conflict in organizations almost always results in negative outcomes which can be measured in dollars. Baril illustrates his argument through a series of cost questions that he would pose to organizational leaders which he answers with highlights from his survey results and by providing recommendations for how to think through each cost scenario. Baril ultimately concludes that organizations should address conflict early, and to build conflict management systems into the organization before conflicts turn to disputes and trust is lost.
In my first three years at Northwestern University, I observed high turn-over in my department. The effects of the unmanaged conflicts created a toxic environment, and the eventual departure of several high-level managers. As a relatively new employee at the time, I was just happy to be employed. Perhaps driven by fear I kept my head down, and accepted all the work that came my way, even though I felt unprepared and burnt out. In retrospect it is clear that department leadership did not have training or competence in conflict management. I believe this problem still remains among the newly reorganized department. The group of us who weathered the storm have formed a cohesive group who are optimistic but remain skeptical of new hires and sweeping policy changes. My exposure to these concepts through MSC makes me hopeful that I can contribute to the development of policies and procedures surrounding conflict management. But as a front line employee I do not have eyes on the financial repercussions of conflict.
LO4: Apply communication-centered scholarship to strengthen communication and effectiveness.
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