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Catherine Edwards: Catherine Edwards is Research Associate, Department of Information & Library Management, University of Northumbria at Newcastle, UK.
Graham Walton: Graham Walton is Principal Officer, Sites, Information Services, University of Northumbria at Newcastle, UK.
Theory of conflict
Pettas and Gilliland (1992) have observed how little has been published in the library literature on the subject of conflict, and hypothesise that this is related to librarians' reluctance to deal openly with conflict. This is surprising when Veaner's (1990) statement is considered:"While almost all organisations have some degree of conflict, academic libraries are made to order for it to flourish. Conflict is not sporadic but chronic and inevitable, and far more intense than in industry."
Management theories on conflict in organisations have developed over the years. Mullins (1999) has described the unitary perspective of organisations which Drucker espoused, where the "healthy organisation climate was reflected by complete harmony in working relationships and there was loyalty and common commitment to goals and objectives of the organisation". Within this unitary perspective, conflict is seen as an indication of dysfunction. From the pluralistic perspective, conflict is seen as inevitable as it is an inherent feature of organisations and their structures. In this context, conflict is seen as a sign of a healthy organisation.
There are indications that conflict management in academic LIS is recognised as important, and that conflict avoidance is not appropriate. Albritton and Shaughnessy (1990) see conflict as indicating healthy interpersonal or intergroup competition. They see the ability to manage conflict and/or disagreement as "one of the most vital skills of leadership". Kathman and Kathman (1990) perceive conflict resolution as of limited value in comparison to conflict management; conflict resolution represents the limited view that conflict is bad for an organisation by implying that it is only concerned with unresolved differences. On the other hand, conflict management presents an expanded view where the costs, nature, sources and benefits of conflict are understood.
Causes of conflict
The main sources of conflict have been identified by Mullins (1999) as differences in perception, limited resources, departmentalisation and specialisation, nature of work activities, role conflict, inequitable treatment, violation of territory and environmental change:
- Differences in perception: Pettas and Gilliland (1992) refer to this as the "most ubiquitous form of conflict"....