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Chapter 17 Managing Organizational Conflicts Through Innovation, Creativity, and Inclusion: Implementing a Conflict System of Shared Leadership

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De Gruyter Handbook of Organizational Conflict Management
This chapter is in the book De Gruyter Handbook of Organizational Conflict Management

Abstract

The need is urgent for organizational leaders and members to transform organizational conflicts by addressing conflict that is a natural part of organizational life. Leaders must evolve their organizational systems to address underlying causes of conflict and seek solutions that serve the interests of all, irrespective of where they may reside within the organizational hierarchy. Conflict will occur anywhere there is interdependence, so this chapter provides an impetus for organizational members to be pro-active rather than reactive in addressing conflict. This chapter will examine three facets of organizational conflict resolution: 1) the need for Conflict Management Systems, 2) the role of diversity, equity, and inclusion in system design, and 3) how the practice of shared leadership in addressing conflict and system design can be realized through Liberating Structures. We first examine the critical need for leaders to design a conflict management system (CMS) within their organizations, informed and shaped from the bottom-up. The process of designing a CMS must be inclusive, transparent, and collaborative; careful to ensure all voices are heard as the system is reshaped. Organizations that have Conflict Management Systems inherently and explicitly communicate “value” for employees. CMS provide an official platform for people to safely express and address their conflicts with the goal of transforming and restoring relationships in the workplace. Invariably, as organizations become increasingly diverse, the need to address diversity, equity, and inclusion within CMS design becomes essential. While most organizations espouse the values of appreciating diversity, upholding equity, and being inclusive, far fewer can bring these values to life in people’s everyday work. Lofty ideals followed by business-as-usual foments even more conflict, highlighting the necessity for all people, especially leaders, to develop competence and fluency around building a culture that truly embraces diversity. This paper concludes by introducing Liberating Structures as a practice of shared leadership. Liberating Structures offer a practical approach to radical collaboration through which people can listen, share, learn and have a higher, collective understanding of the complexities of a challenge enabling them to move towards meaningful action shaped by all. The array of diverse ideas is exponentially expanded through this shared practice, paving the way for creative and innovative solutions to previously unsolvable challenges.

Abstract

The need is urgent for organizational leaders and members to transform organizational conflicts by addressing conflict that is a natural part of organizational life. Leaders must evolve their organizational systems to address underlying causes of conflict and seek solutions that serve the interests of all, irrespective of where they may reside within the organizational hierarchy. Conflict will occur anywhere there is interdependence, so this chapter provides an impetus for organizational members to be pro-active rather than reactive in addressing conflict. This chapter will examine three facets of organizational conflict resolution: 1) the need for Conflict Management Systems, 2) the role of diversity, equity, and inclusion in system design, and 3) how the practice of shared leadership in addressing conflict and system design can be realized through Liberating Structures. We first examine the critical need for leaders to design a conflict management system (CMS) within their organizations, informed and shaped from the bottom-up. The process of designing a CMS must be inclusive, transparent, and collaborative; careful to ensure all voices are heard as the system is reshaped. Organizations that have Conflict Management Systems inherently and explicitly communicate “value” for employees. CMS provide an official platform for people to safely express and address their conflicts with the goal of transforming and restoring relationships in the workplace. Invariably, as organizations become increasingly diverse, the need to address diversity, equity, and inclusion within CMS design becomes essential. While most organizations espouse the values of appreciating diversity, upholding equity, and being inclusive, far fewer can bring these values to life in people’s everyday work. Lofty ideals followed by business-as-usual foments even more conflict, highlighting the necessity for all people, especially leaders, to develop competence and fluency around building a culture that truly embraces diversity. This paper concludes by introducing Liberating Structures as a practice of shared leadership. Liberating Structures offer a practical approach to radical collaboration through which people can listen, share, learn and have a higher, collective understanding of the complexities of a challenge enabling them to move towards meaningful action shaped by all. The array of diverse ideas is exponentially expanded through this shared practice, paving the way for creative and innovative solutions to previously unsolvable challenges.

Chapters in this book

  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/10.1515/9783110746365-017

Chapters in this book

  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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