Date of Award

1-1-2010

Document Type

Thesis

Degree Name

M.A.

Department

Conflict Resolution Institute

First Advisor

Tamra Pearson d'Estrée

Second Advisor

Douglas Allen

Keywords

ICMS, Integrated Conflict Management Systems, 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 onflicts requiring different interventions. The study found that leaders identified three primary components for dealing with conflict during hange. They are dialogue, one-on-one conversations, and direct and consistent messaging.

Provenance

Recieved from ProQuest

Rights holder

Brian S. Beck

File size

128 p.

File format

application/pdf

Language

en

Discipline

Organization theory, Alternative dispute resolution, Management

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