- On average, we participate in five conflicts every day.

- The time spent daily managing conflicts is 18-25% of a manager's work hours.

The simplest definition of conflict is a dispute between individuals, groups, or even between a person and themselves. It is an active, bidirectional process manifested by incompatibility, disagreement, or confrontation.

Each approach to the phenomenon of conflict fits within the dominant perspective of its time regarding organizations. Traditionally, scholars like Taylor, Fayol, and others, through their Newtonian perception of the organization, viewed conflict as an undesirable intruder.

On the other hand, under the newer systemic perspective, organizations can benefit from a conflict when it pertains to functional issues of the organization rather than personal differences, when it involves strategic choice issues or complex cognitive processes rather than procedural, trivial matters, when it does not reach extreme levels, or when it fits into a broader organizational plan that trains its executives in it through a consultancy process (conflict management).

Thus, from the initial imperative "suppress the conflict," we gradually move to the position "manage the conflict," and finally to the encouragement "under certain conditions, increase the conflict." The purpose of this text is to highlight a view which, under specific conditions and prerequisites, absolves the traditionally disruptive conflict, elevating it to a conflict-initiator.