"As for taking ourselves seriously, what I meant by that idea is not to
take any conclusion too seriously, as that closes us off to further
learning. Many of the problems in organizations, and in the world in
general, come from people being so wed to their conclusions and being
unwilling to explore their assumptions in relation to those of others that
conflict becomes inevitable."
This is an excellent jumping off point for a discussion I would like to
begin about conflict in organizations. Folger, etal in "Working through
Conflict" explains that, "Conflict is based on interaction." IMHO,
Organizations are based on interaction. In large organizations-thousands,
in small organizations-hundreds of interactions taking place everyday. And
each and everyone of these interactions have the potential of ending in a
conflict.
Human relation researchers define conflict as a style or strategy of
interaction. I prefer to explain conflict as a continuum, with
arbitration far to one side and collaboration and teaming on the other.
Within organizations (made up of people interacting-somewhere in this
continuum) are not yet shared MENTAL MODELS of CONFLICT which I would like
to find, discuss, share, define, refine, articulate, etc.
And whether intentional or not, organizations are designed for conflict.
This is neither good nor bad, it just is. However, based on my
experience, research, and observations, conflict is seen (mental model??)
as bad. I prefer to see (my mental model of) conflict as good, not
resolving conflict as bad.
I could continue, but IMHO, this is plenty to absorb and think about.
-- Chris Michel chris.michel@attgis.com