The interactionist view of conflict is the view stating that a certain level of conflict is essential for a group to perform effectively.
The interactionist view of conflict suggests that conflict can be a strength in a group and unequivocally challenges that some conflict is important for a group for performing successfully. As per this view, conflict can be either practical or useless. Practical conflict strengthens the objective of the group and improves its implementation while useless conflict hinders the implementation ensured through planning and management.
According to different studies, a workgroup that is completely cooperative and harmonious is more likely to become non-responsive and static to requirements for change or alteration and innovation. So, the interactionist view of conflict encouraged managers for maintaining a minimum degree of conflict, a degree that is enough for keeping the group creative and going forward.
The interactionist view states conflict as a positive element increasing the performance of the company. This view argues that calm, peaceful, and harmonious companies are not capable of responding to the challenges in the business environment like the need to change and innovation. Thus, the supporters of this theory suggest managers maintain a specific level of conflict as a means of increasing production efficiency.
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