From the Leadership Corner

All About Assessment: Organizational Conflict Intervention as Opportunity for Systemic Change

By Jill Sarah Moscowitz

Presented by: David Brubaker

Even on the morning of the final day of our five day conference, the small room holding David Brubaker's workshop "All About Assessment: Organizational Conflict Intervention as Opportunity for Systemic Change" was packed to the door with eager ACR participants. This workshop focused on assessment of organizational conflict. To set the stage, David opened with his view that “Conflict is not the main problem: it is a symptom – an opportunity for transformation.”

"An assessment that focuses only on the presenting problems, and does not attempt to uncover deeper systemic patterns will treat symptoms rather than causes." David suggests that for analysis of organizational conflict, a simplistic Three P (Problem, People, and Process) approach is not adequate. David built upon the Three Ps to create a broader conflict analysis process for organizations, which is presented below.

1) People. Who are the most invested individuals or groups? Who is the silent majority? David suggests that the most invested individuals represent only ten to twenty percent of the organization. Like a bell curve, there exists a "silent majority" in the middle, representing the other eighty to ninety percent of the staff. All stakeholders need to have a voice in the resolution - each opposing side and those in the middle.

2) Problems. What are the critical issues? Try to limit to three to five issues. (Keeping in mind underlying issues, see number 5)

3) Conflict Intensity. David described Lea's Conflict Intensity scale from the lowest intensity level to the highest: 1-problem, 2-disagreement, 3-contest, 4-fight/flight and 5-intractable situation. Ninety percent of the cases David handles are at level 4. "The resolution process will vary significantly, depending on accurate assessment of conflict intensity.

4) Identify Strengths. David uses techniques from Appreciative Inquiry in his assessment. When interviewing stakeholders, he asks questions like, “What are the key areas of the organization’s life that are affirming?” “What are the areas of agreement?” And, “What are existing strengths that can be built upon?”

5) Organizational System. An organization is an organic system consisting of a decision-making and physical structure combined with a unique culture (rituals, artifacts, what is visible, values and beliefs), which is nested in a specific environment. An interconnected emotional system with observable patterns, such as triangling, is also present.

6) Process Recommendations. Only after looking at all systems can the presenting problems and underlying problems be addressed. David referred to Dugan’s Nested Model to describe the organizational assessment and interventions; beginning with understanding that Issues are nested inside Relationship (which is usually where mediation is effective), which is nested inside Sub-systems, which nested inside a larger System. David works with a "Reference Group" which is appointed by the organization's leadership to engage in discussing and evaluating changes in structure and strategy, as well as changes at the Systems level.

The workshop began with a PowerPoint presentation, followed by discussion. The discussion raised questions that allowed us to gain a deeper understanding of the materials that were presented. And, the crowded room was still abuzz at the end of the workshop!