An insight to "creative conflict"

Management imposed creative conflict is the reason why Japanese auto maker Toyota has remained one of the most durable companies across the globe, according to organizational development expert Reylito Elbo in his column In The Workplace published today in the newspaper Business World.

Mr. Elbo quoted the authors of the book Extreme Toyota, who said:

"Toyota strives to remain 'extreme', a state of disequilibrium where radical contradictions coexist, pushing it away from the comfort zone to create healthy tension and instability within the organization... This tension becomes the catalyst for movement forward."

Indeed, creative conflict can happen in many organizations, without the employees knowing it. They are usually implemented by strategic top management. They allow middle managers to debate their different views and perceptions in a constructive way to produce the best option for the company.

One rule that must be observed though, no matter how fierce the debates are, is that the attack must focus on the issue, not on the person. Hence, participants in this tense exercise must be mature enough, not to be too sensitive and onion-skinned when they receive criticisms.

As such, not all conflicts are bad. Sometimes they are beneficial to the organization especially if the top management wants to view a particular subject on all angles, 360 degrees, with regard for objectivity.

To quote Mr. Elbo's final statement:

"This is the best management approach than having the CEO making the decision in the interest of harmony, which could backfire."