Date of Award
3-1-2010
Document Type
Masters Thesis
Degree Name
M.A.
Organizational Unit
Conflict Resolution Institute
First Advisor
Tamra Pearson d'Estrée, Ph.D.
Second Advisor
Douglas Allen, Ph.D.
Third Advisor
P. Bruce Uhrmacher
Keywords
Integrated Conflict Management Systems (ICMS), Leadership, Organizational cultural change
Abstract
Organizations experience the bottom line impact of internal conflicts daily. Conflicts between employees simply drain organizational resources. The idea of Integrated Conflict Management Systems (ICMS) has been introduced to help minimize the impact of these conflicts. ICMS, through the development of policies and procedures to address conflicts, are actually attempting to change the organization's culture, and when organizations attempt cultural changes, conflicts are likely to occur. The primary component of cultural change is the organizational leader.
The study interviews organizational leaders about the conflicts that occur when organizations change cultures and the methods that leaders use to work through those conflicts. One finding was that though leaders viewed most conflicts as relational, they may in fact be values conflicts requiring different interventions. The study found that leaders identified three primary components for dealing with conflict during change. They are dialogue, one-on-one conversations, and direct and consistent messaging.
Publication Statement
Copyright is held by the author. User is responsible for all copyright compliance.
Rights Holder
Brian S. Beck
Provenance
Received from ProQuest
File Format
application/pdf
Language
en
File Size
128 p.
Recommended Citation
Beck, Brian S., "Integrated Conflict Management Systems as Cure and Cause: How Leaders Address Cultural Change and Conflict in Their Organizations" (2010). Electronic Theses and Dissertations. 62.
https://digitalcommons.du.edu/etd/62
Copyright date
2010
Discipline
Organization theory, Alternative dispute resolution, Management