Sam Blank - Managing Organizational Conflict

This is a book about positive conflict resolution strategies that stimulate innovation and growth where companies can look to synergistic solutions to common issues and needs. It examines the dysfunctional outcomes of organizational conflicts that result in job stress, reduced communication between individuals and groups, and the fostering of a climate of distrust, where working relationships are damaged and job performance is reduced.

The current matrix structure that has been adopted by many companies has resulted in increased competition for resources, unclear reporting lines, and general confusion and varying management styles. A strong need exists to examine the basic tenets of conflict, organizational behavior and conflict management that are vital to the overall success of the organization.

The book is apportioned to address five objectives that are targeted to (1) aid organizations and individuals to recognize and accept conflict, whether internal or external; (2) examine and successfully manage the unavoidable aspect of conflict in organizational life; (3) view the organizational process within ethical, moral and human issues and act in a conflict prevention mode, rather than an intervention mode; (4) foster a company culture that uses conflict resolution approaches that incorporate proactive confrontational innovation and design; and (5) reexamine and provide a new model for the role of the company conflict management.

The concepts presented in this book were fashioned after spending more than 25 years as a mediation and negotiation trainer and teaching at the Graduate School of Educational Leadership of Pace University and the City University of New York. In my professional career, I have found that it is not only necessary to provide learners with concrete knowledge, but it is also essential to challenge them to use and adapt the materials to fit into their own lives and connections. I had a desire to author a book in organizational conflict that would accompany and complement my consultative work with business executives, administrators and management personnel. It is central that readers view the contents of this book within the overall picture of the many complexities of changing organizational structures and environments.

There are very few books on the market today that address the prevalent occurrence of organizational conflict, and, in fact, this area only received cursory mention in human relations textbooks and organizational behavior and design texts. The field of conflict and crisis management is certainly supported by a very long history of research, yet there are only three titles I found available that address conflict in organizations.

They are Managing Conflicts in Organizations by M. Afzalur Rahim, published by Routledge in 2010; Crisis in Organization by Laurence Barton, published by South-Western in 2001; and Hostage at the Table: How Leaders Can Overcome Conflict, Influence Others, and Raise Performance by George Kohlrieser, published by Jossey-Bass, 2006.

This book is written in an informative and conversational style which includes many opportunities to examine and practice conflict resolution in ten case studies and engage in stimulating role plays. This book has added sections on areas of leadership and organization development, active listening and communication, managing generational differences, and fostering collaborations. It offers insights for company professionals who are tasked with managerial decisions and problem-solving. All the material was created and designed to assist organizations to meet conflict head-on and bring issues to resolution.

In the United States, over a decade ago, employees spent close to three hours per week dealing with conflict and 25 percent of employees avoided conflict by calling in sick or being absent from work. Most of the U.S. workforce have never received conflict management training. There is a special aptitude needed to successfully work disputes through to resolution, and this book can help leaders improve their connection and interaction skills by applying solid conflict management strategies and tactics.

The material is written for many different groups. The primary audiences for this book are employees, executives, business owners, managers, team leaders, and human resource personnel. Studying and pursuing a focus in conflict resolution, organizational behavior, negotiation, crisis management, and change management will improve communication and increase productivity. A secondary market for this book is the undergraduate and graduate college student studying business management, crisis intervention and prevention, organizational and industrial psychology, and team and leadership development.