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Chapter 20. Real Conflict and What to Do... > Is Conflict Always Bad? - Pg. 212

Real Conflict and What to Do About It 212 Let's go back to our example of the computer system we described earlier. You believe the devel- opment should be in-house. George wants to go outside. In your discussions with George, you discover both of you have the same concerns: quality, speed of development, and cost. If you are both open and not being difficult about this conflict, you might find that neither of your initial opinions is perfect. If you can work together you might find that taking bits and pieces of each of the solutions and pulling them together gives you a much better solution. So, in this case, you might decide to do the system development in-house but hire outside expertise on an as-needed basis. It's cheaper. It makes use of internal resources, but it also allows for adding some manpower and expertise when it's needed. So the conflict and disagreement has actually resulted in a better solution. Insider Secrets While substantive conflict and disagreements aren't always easy, they are often the raw materials from which new and better ideas emerge. An organization that has little substantive conflict is likely to be one that is uncreative, and not changing or adapting. For example, I was involved in a loud disagreement with a co-worker about the use of a parking space. He thought he should have it. I though I should. When things calmed down, we both realized that the system for allocating parking spots was faulty and needed to be made more specific and fairer. Everyone benefited when we changed the parking system.