Topic: Workplace Conflict: A Necessary EvilTable of Contents1. Introduction2. Nature of the conflict3. Main areas where conflicts arise3.1 facts3.2 methods3.3 objectives3.4 values4. Causes of Conflict4.1 Personality Conflict4.2 Office Romance4.3 Passive-Aggressive Behavior5. Creativity Combat5.1 Establish Legitimacy of Combat5.2 Choose Arena Carefully5.2.1 Engage5.2.2 Join5.2.3 Report6. Types of Workplace Conflict6.1Task Conflict6.2Personal Conflict6.3Functional Conflict6.4 Dysfunctional Conflict7. How staff performance can be improved during workplace conflict8. Conflict Management Strategies8.1 Compete8.2 Compete8.3 Collaborate8.4 Avoid8.5 Accommodate9. Consequences10. Conclusion11. Recommendation12. ReferencesConflict in work teams: a necessary evil1. IntroductionConflict is a disagreement or argument between people or groups based on opinion or interest. Conflict is considered a normal thing that happens in an organization or workplace. Conflict management expert and organizational psychologist Dr. David G. Javitch (2007) defines it simply as tension and believes that it offers advantages as well as disadvantages in the workplace. Wherever people work together, conflicts are likely to arise and they present a challenge to which organizational leaders must respond constructively. Workplace conflict is a type of conflict that occurs in workplaces. These conflicts may be structured by the work environment, including the time many people spend at their workplace and the difficulties that may be associated with moving to another workplace.2. Natur...... middle of paper ......conflict resolution. Journal of Information Management, 18(6): 443-456.Medina, FJ, Munduate, L., Dorado, MA, Martinez, I. & Guerra, JM 2005. Types of intergroup conflict and affective reactions. Journal of Managerial Psychology, 25(1): 82-PG Aquinas, 2007. Organizational behavior. Edition. Excel Books. Parayitam, S. & Dooley, RS 2009. The interplay between cognitive and affective conflict and cognition- and affect-based trust in influencing decision outcomes. Journal of Business Research, 62: 789-796.Peterson, RS & Benfar, KJ 2003. The dynamic relationship between performance feedback, trust, and conflict in groups: a longitudinal study. Organizational Behavior and Human Decision Processes, 92: 102-112. Turner and Weed. (1983). Session 5. Conflict management. Available: http://www.fao.org/docrep/w7504e/w7504e07.htm