Startseite Wirtschaftswissenschaften Chapter 10 Shifting the Focus from Stand-Alone Dispute Systems Design Elements to Creating Self-Correcting and Fluid Organizations
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Chapter 10 Shifting the Focus from Stand-Alone Dispute Systems Design Elements to Creating Self-Correcting and Fluid Organizations

  • Brian Polkinghorn und Brittany Foutz
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De Gruyter Handbook of Organizational Conflict Management
Ein Kapitel aus dem Buch De Gruyter Handbook of Organizational Conflict Management

Abstract

Modern Dispute Systems Designs literature typically places an emphasis on precision analysis of conflict sources, especially those deeply embedded in structural and systemic elements of organizations and institutions. Subsequent processes and programs are then “designed” to address the system manifestations and symptoms arising from disputes and conflicts. What is not given as much scholarly thought is the context within which an organization resides. Just as an organism exists, thrives, and dies in a given environment, so too do organizations. The more hostile the environment, the more armor the organization needs, along with a requisite shift from mere tactical risk management methods to more defensive strategic risk management practices. More importantly, what is further missing from the design literature is a focus on the effective use of ADR processes and programs as the basis upon which organizations learn to self-correct and remain fluid and vibrant. Incorporating creative problem solving into daily decision making allows for a variety of process paths to expand to provide more inclusive input, and other value driven actions that allow the organization to shift out of the mechanical process analogy, which dominates our current thinking, into a more biological process analogy where self-corrections are built into system maturation. This shift to an evolutionary focus opens many new forms of intervention that allow organizations to “experiment with their structure and function” as a means to evolve, in a fast and fluid manner, to meet current and emerging needs, as well as survive, even thrive, and hopefully remain relevant.

Abstract

Modern Dispute Systems Designs literature typically places an emphasis on precision analysis of conflict sources, especially those deeply embedded in structural and systemic elements of organizations and institutions. Subsequent processes and programs are then “designed” to address the system manifestations and symptoms arising from disputes and conflicts. What is not given as much scholarly thought is the context within which an organization resides. Just as an organism exists, thrives, and dies in a given environment, so too do organizations. The more hostile the environment, the more armor the organization needs, along with a requisite shift from mere tactical risk management methods to more defensive strategic risk management practices. More importantly, what is further missing from the design literature is a focus on the effective use of ADR processes and programs as the basis upon which organizations learn to self-correct and remain fluid and vibrant. Incorporating creative problem solving into daily decision making allows for a variety of process paths to expand to provide more inclusive input, and other value driven actions that allow the organization to shift out of the mechanical process analogy, which dominates our current thinking, into a more biological process analogy where self-corrections are built into system maturation. This shift to an evolutionary focus opens many new forms of intervention that allow organizations to “experiment with their structure and function” as a means to evolve, in a fast and fluid manner, to meet current and emerging needs, as well as survive, even thrive, and hopefully remain relevant.

Kapitel in diesem Buch

  1. Frontmatter I
  2. Contents V
  3. Contributors IX
  4. Acknowledgements XXVII
  5. Preface XXIX
  6. Section 1: Interpersonal Conflict Management
  7. Chapter 1 Shining a Light on Organizational Conflict 1
  8. Chapter 2 Emotional Intelligence in Workplace Negotiations 11
  9. Chapter 3 Psychological Safety: Creating a Healthy Conflict Culture 27
  10. Chapter 4 Thomas-Kilmann Instrument (TKI) and the Kilmann Organizational Conflict Instrument (KOCI) 39
  11. Chapter 5 Mindfulness Training in Organizational Settings: An Empirical Look at the Research 57
  12. Section 2: Organizational Conflict Management
  13. Chapter 6 Understanding Culture to Resolve Conflict: An Introduction of the ADVANCE Through Conflict™ Model 69
  14. Chapter 7 Utilization of Frames and Reframing for Organizational Leadership and Conflict Management Effectiveness 103
  15. Chapter 8 10 Separations in Conflict Resolution 113
  16. Chapter 9 Collaborative Practices in Organizations: Managing Conflict and Leading Constructive Change 123
  17. Chapter 10 Shifting the Focus from Stand-Alone Dispute Systems Design Elements to Creating Self-Correcting and Fluid Organizations 133
  18. Chapter 11 Stereotypes, Bias and Microaggressions in Organizational Conflict Management (OCM) 149
  19. Section 3: Intercultural, International, and Ethic Conflict Management
  20. Chapter 12 Managing Workplace Conflicts: Considerations of Ethnicity and Religion 161
  21. Chapter 13 Hindu Philosophy and the Resolution of the Roots of Conflict: Adi Shankaracharya’s ‘Nirvana Shatakam’ 173
  22. Chapter 14 Political Conflicts in the Workplace: What are Their Effects, and Can They be Avoided? 185
  23. Section 4: Methods for Managing Organizational Conflicts
  24. Chapter 15 Detecting Deception in Negotiation: From Natural Observation to Strategic Provocation 199
  25. Chapter 16 The HearT of Mediation 217
  26. Chapter 17 Managing Organizational Conflicts Through Innovation, Creativity, and Inclusion: Implementing a Conflict System of Shared Leadership 233
  27. Chapter 18 Coaching and Organisational Development: Lessons and Themes from 360 Degree Feedback 249
  28. Chapter 19 Functions and Benefits of an Organizational Ombuds 269
  29. Chapter 20 Managing Workplace Conflict: The Role of Human Resources as “Organizational Toxin Handlers” 281
  30. Section 5: Special Topics in Organizational Conflict Management
  31. Chapter 21 Workplace Bullying: Not Just Another Conflict 289
  32. Chapter 22 Women and Organizational Conflict Management: Promoting Human Rights and Challenging Gender Bias 309
  33. Chapter 23 Making the Invisible Visible: Uncovering the Mystery of Personality Conflicts at Work 317
  34. Chapter 24 Organizational Conflict Management: Driving Innovation and Organizational Success Through Leadership Management and Human Connection 329
  35. Chapter 25 Create a Space to Forgive: Letting Go of Blame and Anger Can Move Us from Victim to Survivor 339
  36. List of Figures 347
  37. List of Tables 349
  38. Index 351
https://doi.org/10.1515/9783110746365-010

Kapitel in diesem Buch

  1. Frontmatter I
  2. Contents V
  3. Contributors IX
  4. Acknowledgements XXVII
  5. Preface XXIX
  6. Section 1: Interpersonal Conflict Management
  7. Chapter 1 Shining a Light on Organizational Conflict 1
  8. Chapter 2 Emotional Intelligence in Workplace Negotiations 11
  9. Chapter 3 Psychological Safety: Creating a Healthy Conflict Culture 27
  10. Chapter 4 Thomas-Kilmann Instrument (TKI) and the Kilmann Organizational Conflict Instrument (KOCI) 39
  11. Chapter 5 Mindfulness Training in Organizational Settings: An Empirical Look at the Research 57
  12. Section 2: Organizational Conflict Management
  13. Chapter 6 Understanding Culture to Resolve Conflict: An Introduction of the ADVANCE Through Conflict™ Model 69
  14. Chapter 7 Utilization of Frames and Reframing for Organizational Leadership and Conflict Management Effectiveness 103
  15. Chapter 8 10 Separations in Conflict Resolution 113
  16. Chapter 9 Collaborative Practices in Organizations: Managing Conflict and Leading Constructive Change 123
  17. Chapter 10 Shifting the Focus from Stand-Alone Dispute Systems Design Elements to Creating Self-Correcting and Fluid Organizations 133
  18. Chapter 11 Stereotypes, Bias and Microaggressions in Organizational Conflict Management (OCM) 149
  19. Section 3: Intercultural, International, and Ethic Conflict Management
  20. Chapter 12 Managing Workplace Conflicts: Considerations of Ethnicity and Religion 161
  21. Chapter 13 Hindu Philosophy and the Resolution of the Roots of Conflict: Adi Shankaracharya’s ‘Nirvana Shatakam’ 173
  22. Chapter 14 Political Conflicts in the Workplace: What are Their Effects, and Can They be Avoided? 185
  23. Section 4: Methods for Managing Organizational Conflicts
  24. Chapter 15 Detecting Deception in Negotiation: From Natural Observation to Strategic Provocation 199
  25. Chapter 16 The HearT of Mediation 217
  26. Chapter 17 Managing Organizational Conflicts Through Innovation, Creativity, and Inclusion: Implementing a Conflict System of Shared Leadership 233
  27. Chapter 18 Coaching and Organisational Development: Lessons and Themes from 360 Degree Feedback 249
  28. Chapter 19 Functions and Benefits of an Organizational Ombuds 269
  29. Chapter 20 Managing Workplace Conflict: The Role of Human Resources as “Organizational Toxin Handlers” 281
  30. Section 5: Special Topics in Organizational Conflict Management
  31. Chapter 21 Workplace Bullying: Not Just Another Conflict 289
  32. Chapter 22 Women and Organizational Conflict Management: Promoting Human Rights and Challenging Gender Bias 309
  33. Chapter 23 Making the Invisible Visible: Uncovering the Mystery of Personality Conflicts at Work 317
  34. Chapter 24 Organizational Conflict Management: Driving Innovation and Organizational Success Through Leadership Management and Human Connection 329
  35. Chapter 25 Create a Space to Forgive: Letting Go of Blame and Anger Can Move Us from Victim to Survivor 339
  36. List of Figures 347
  37. List of Tables 349
  38. Index 351
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Heruntergeladen am 1.10.2025 von https://www.degruyterbrill.com/document/doi/10.1515/9783110746365-010/html
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