Organizing Principles

Usually when we think of inter-cultural conflict national and ethnic divisions come to mind. However, within every organization there are significant cultural differences that impede communication and stir conflict. I can name three such divides. They are: temperament, interaction style, and placement within the organizational structure.

Each of these lenses reveal subgroups in an organization that have distinct shared values and meaning. And each layer of these subgroups creates a tension within the organization that becomes a source of potential conflict. Kenwin Smith and David Berg have suggested that paradoxes in the form of tensions like these are a natural part of group life [4]. John Lederach goes on to say, “To deal with [these tensions] constructively it is necessary to identify the opposing energies that form the poles of the paradox, provide space for each, and embrace them as interdepedent and necessary for the health of the group” [5].

For the three cultural divides already mentioned, this series of posts will aim to do just that.

References:

1. Linda Berens, Understanding Yourself and Others: An Introduction to the 4 Temperaments - 4.0 (Huntington Beach: Telos Publications, 2010).
2. Linda Berens, Understanding Yourself and Others: An Introduction to Interaction Styles - 2.0 (Huntington Beach: Telos Publications, 2008).
3. Barry Oshry, Seeing Systems (San Francisco: Berett-Koehler Publishers, 1996).
4. Kenwin K. Smith and David N. Berg, Paradoxes of Group Life (San Francisco: Jossey-Bass, 1987).
5. John P. Lederach, Building Peace: Sustainable Reconciliation in Divided Societies(Washington: United States Institute of Peace Press, 1997).