A culture of conflict

Abstract

The effects of culture on the performance of an organization depend, not on the strength of the overall culture, but on the mix and weightings of the components of that culture. An example is the component of conflict, which may be a healthy incentive for action and competition when present in some forms and degrees, but can be damaging when it becomes the culture’s dominant feature and its existence is not acknowledged. Research theory in the management of non‐profits emphasizes the need for consonance and deplores the existence of conflict; however, research shows that some community organizations do not fit the model presented in the literature and that conflict does exist in these organizations and can cripple their ability to function in goal‐setting, staffing, the conduct of meetings, problem solving and decision making, the identification and utilization of individual skills, and writing submissions for government funding. Uses the example of a small, non‐profit organization, which works in an environment where there is a need for unity, but where conflict between the volunteers and paid workers, and among the volunteers themselves, had become the over‐riding consideration in all decision making and was paralysing the organization.

Organizational Culture: Critical Questions for Researchers and Practitioners

“…It has been noted by many (Doppler & Lauterburg, 1995;Linstead & Grafton-Small, 1992;von Rosentiel;Molt, & Rüttinger, 1995;van Muijen, Koopman, & De Witte, 1996) that since the 1980s the concept of organizational culture in an organizational context has irrevocably caught the attention of managers and academics. Some researchers (Banens, 1995;Lewis, French, & Steane, 1997) explicitly emphasize that since Peters and Waterman (1982) organizational culture has fascinated both academics and practitioners. Each month we receive requests from organizations (from all sectors) to analyse their organizational culture and, if need be, to advise them on aligning their organizational culture with their strategic options.…”

Who's asking for what? Fundraising and leadership in Australian nonprofits

“…The two most reported activities of board members are attending fundraising events and making personal donations according to a recent survey by Marx and Davis (2012) who were seeking insights into best practice in nonprofit governance, including questions specific to fundraising involvement. Finally, Lewis et al (1997) address the issue of conflict within nonprofit community organisations and the damaging effect it can have on governance and effectiveness, including fundraising.…”

Tourism to religious sites, case studies from Hungary and England: exploring paradoxical views on tourism, commodification and cost-benefits

“…Central to this report is the effective and systematic identification and management of key scarce resources in resolving the conflict between sacred and secular activity (see for example, Lewis et al's (1997) study in Australia). This can effectively be understood as reviewing the utilisation of contested social, political and economic spaces that can be reconciled by illustrating and enlarging the relationships, networks and capacities of key actors.…”