Date of Award


Document Type

Masters Thesis

Degree Name


Organizational Unit

Conflict Resolution Institute

First Advisor

Tamra Pearson d'Estrée, Ph.D.

Second Advisor

Douglas Allen, Ph.D.

Third Advisor

P. Bruce Uhrmacher


Integrated Conflict Management Systems (ICMS), Leadership, Organizational cultural change


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


Received from ProQuest

File Format




File Size

128 p.


Organization theory, Alternative dispute resolution, Management