Dialectic Decision-Making: PH'1L4

If conflict between organized groups is a prominent feature of situations or an organization, then its resolution is critical to decisions required for any achievement.

ClosedAlternate Names

Commonly found in socio-political settings, in organizations with professionals competing for status (e.g. hospitals), and where industrial relations have a major effect on management.  However, any large organization is a breeding ground for distrust and failure to cooperate amongst its groups.

If only action were as easy as Mr P claims! Ms R, Mr E and others seem to forget that all organizations consist of powerful groups with their own vested interests. So there are no neutral facts or goals: all plans, information and action are grist to the tribal mill.

Politics, disputes and conflict are the norm in large firms. Keeping inter-departmental differences, rivalries and ambitions hidden or pretending they do not exist is simply foolish. So the only way to achieve is to grasp issues that are causing dissension and controversy. Then you must determine which parties are involved and appreciate the assumptions and claims of each. In this way, you can ensure that a compromise course of action is found which produces benefit and which everyone is prepared to support. Without group support, nothing much will happen.

Decision Process & Typical Terminology

Note: The schema is artificial. Typical dialecticlanguage is highlighted.

Conceptual Schema Dialectic Handling
Start
 Acknowledge the conflicts between groups (factions), and get a basis for discussion.
Explore Sort out the various protagonists, and their main opposing arguments.
Develop Possibilities Debate so as to clarify group values, personal assumptions, and implications of the bids and counter-bids. Work out various payoffs and negotiate.
Resolve Settle on a resolution by synthesizing or negotiating a compromise that has all-party support.
Reiterate Agree the delimited resolution in detail and document agreement.
Implement Delimit and phase action.
Review Check that agreement to the resolution is holding. Assess whether the conflicts have been sufficiently resolved.
Handle Failure Re-activate debate, and work towards a different compromise; use internal or external mediation or arbitration.

ClosedReminder of the Schema Principles

  1. Start — based on some impulse or impetus to act.
  2. Explore — inquiry or further examination of the issue.
  3. Develop Possibilities — discover and consider alternative courses of action.
  4. Resolve — the moment of decision: based on applying value.
  5. Reiterate — often a more detailed repeat of some (even all) earlier phases.
  6. Implement — actions that put the resolution into practice.
  7. Review — inquiry that occurs during action and afterwards.
  8. Handle Failure — the usual way to overcome failure.

Next step:

► Test yourself and read more on Dialectic decision-making.
► Continue to the Systemicist approach.
► Return to the Summary Table.

Originally posted: 3-Apr-2011