Learning Outcomes
- Understand Mary Parker Follett’s approach to conflict management in public administration.
- Analyze the concept of integration in resolving organizational conflicts.
- Explore the significance of collaboration and participation in public management.
- Grasp Follett’s distinction between power-over and power-with in organizational settings.
Mary Parker Follett, an early 20th-century political scientist and management theorist, significantly influenced the field of public administration, particularly in how conflicts within organizations are understood and managed. Her insights into the dynamics of conflict resolution present a profound departure from traditional hierarchical approaches, offering a new perspective on collaboration, negotiation, and participation within the workplace. Her framework revolves around the concept of “integration,” advocating that conflicts are not inherently destructive but are opportunities for creative solutions that benefit all parties involved. Below, we delve into her theories, presenting a detailed breakdown of her ideas in an organizational context.
Mary Parker Follett’s approach to conflict management stands in contrast to the traditional authoritarian approaches that dominated early public administration theory. Rather than seeing conflict as something to suppress, Follett viewed conflict as a natural and potentially positive aspect of human interactions.
Follett’s first major insight is that conflict is not to be feared or avoided but should be embraced as a creative force in organizations. She challenges the traditional view of conflict as inherently destructive by redefining it as a potential catalyst for innovation.
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Conflict arises naturally: Conflict, according to Follett, is a natural outcome of differing perspectives, goals, and interests within a workplace. This divergence does not signal dysfunction but rather diversity in thought and approach.
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Opportunity for growth: Conflicts should be viewed as opportunities for growth and development. When managed properly, conflict can lead to better understanding and improved processes within an organization.
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Constructive vs destructive conflict: Follett emphasizes that not all conflict is destructive. The outcome depends on how the conflict is managed—destructive conflict deteriorates relationships and productivity, while constructive conflict fosters progress and cooperation.
At the heart of Follett’s theory is the concept of integration—an approach to conflict resolution that goes beyond mere compromise. For Follett, integration allows all parties involved in a conflict to come together and create solutions that satisfy the needs of everyone, without requiring sacrifices.
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Integration vs domination: Follett argues that domination, where one party imposes their will on another, is the least effective form of conflict resolution. Domination does not address the root causes of conflict and often results in resentment and long-term dysfunction.
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Integration vs compromise: Unlike compromise, where both parties give up something to reach a middle ground, integration ensures that both parties find solutions that meet their respective needs without concessions.
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Finding the third way: Follett calls for parties to seek a “third way,” a solution that neither side had initially considered but which transcends their original positions. Through mutual understanding and creative problem-solving, a new path forward can be developed.
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Collaboration and mutual respect: Integration requires that all parties approach the conflict with mutual respect and an openness to collaboration. This collaborative process fosters innovation and can lead to more effective and lasting solutions.
Important Note
Follett’s emphasis on integration is a cornerstone of modern collaborative management theories and is considered a precursor to many modern conflict resolution strategies, such as interest-based negotiation.
Another crucial aspect of Follett’s thought is her emphasis on participation and collaborative decision-making in public administration. She believed that people at all levels of an organization should have a voice in decisions that affect them, rather than relying solely on top-down management structures.
Follett advocates for democratic participation in the workplace, arguing that participation fosters engagement and responsibility.
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Inclusive decision-making: Follett believed that involving employees in decision-making processes makes them more invested in the outcomes and encourages a deeper commitment to the success of the organization.
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Empowerment through inclusion: Participation is a form of empowerment that can improve employee morale and performance. It allows individuals to feel like they have control over their work environment and are valued contributors to the organization.
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Collaborative governance: Follett’s approach is particularly relevant in public administration, where collaboration between multiple stakeholders is often essential. Her ideas foreshadow modern practices of collaborative governance, where public sector organizations work together with private sector partners, non-profits, and citizens.
Follett introduced the concept of power-with as an alternative to power-over. Power-with refers to cooperative power, where individuals work together to achieve shared goals, as opposed to power-over, which implies a hierarchical, controlling form of power.
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Power-over creates resistance: In power-over dynamics, the use of force or control often creates resistance and resentment. This form of power typically leads to conflict escalation rather than resolution.
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Power-with fosters cooperation: Power-with relationships, on the other hand, encourage cooperation, shared leadership, and mutual understanding. This approach is conducive to creative problem-solving and effective conflict resolution.
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Leadership through empowerment: For Follett, leadership should be about empowering others rather than exerting control. Leaders who adopt a power-with approach are more likely to foster environments of trust and innovation.
Process Flow:
Conflict → Integration → Creative Solution → Enhanced Organizational Efficiency
Follett’s ideas have had significant implications for the field of public administration, particularly in areas like policy-making, public-sector leadership, and community engagement. Her approach emphasizes the need for dialogue, collaboration, and shared power in the administration of public programs.
In the context of public administration, Follett’s ideas about integration and collaboration can be directly applied to policy-making processes. Rather than imposing policies from the top-down, Follett’s approach suggests that policies should be developed through an inclusive and collaborative process.
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Stakeholder engagement: Policies are more effective when developed in collaboration with all relevant stakeholders. This ensures that the policies reflect the needs and interests of the community, leading to better compliance and implementation.
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Avoiding bureaucratic rigidity: Follett’s ideas challenge the bureaucratic rigidity often found in public administration. Her focus on collaboration and flexibility offers an alternative to the one-size-fits-all approach of traditional bureaucracies.
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Responsive governance: By fostering collaboration and participation, public administrators can create more responsive and adaptive governance structures that are better equipped to handle complex social issues.
Follett’s ideas on leadership are particularly relevant for public sector organizations. Her focus on power-with over power-over suggests that public sector leaders should adopt a more collaborative and inclusive leadership style.
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Leading through influence: Public sector leaders can lead more effectively by influencing rather than commanding. This approach fosters a sense of shared responsibility and encourages a more participative management style.
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Ethical leadership: Follett’s focus on mutual respect and collaboration promotes ethical leadership practices, which are particularly important in the public sector, where leaders are accountable to the public.
Important Note
The shift from command-and-control management to collaborative leadership aligns with modern principles of good governance in the public sector.
| Aspect | Traditional Approach | Follett’s Approach |
|---|---|---|
| Conflict View | Negative, something to avoid | Positive, an opportunity for growth |
| Conflict Resolution | Domination or Compromise | Integration, creative solutions |
| Leadership Style | Power-over, authoritarian | Power-with, collaborative |
| Employee Participation | Minimal, top-down decision-making | High, inclusive and democratic |
| Policy Development | Bureaucratic and rigid | Collaborative and flexible |
MCQ
According to Mary Parker Follett, the most effective method for resolving conflict is:
a) Domination
b) Compromise
c) Integration
d) Avoidance
Correct Answer: c) Integration