Toward a System of Conflict Management? Cultural Change and Resistance in a Healthcare Organization

Purpose This chapter reports on attempts to develop a more integrated and strategic approach to managing conflict within a large state-owned provider of healthcare in the United Kingdom that goes beyond more conventional offerings such as workplace mediation. Methodology/approach It adopted a detailed four-stage mixed-methods organizational case study approach, with the findings reported here drawing primarily on semi-structured interviews with a range of stakeholders, including line managers. Findings The data suggest that a systematic and integrated approach to identifying conflict and a range of coordinated interventions involving key organizational stakeholders can begin to embed a culture of resolution. There is resistance to such innovation, however, rooted in perceptions that it potentially weakens the authority of front-line managers. Originality/value The research reported here provides the first UK evidence for the adoption of an Integrated Conflict Management System and for the potential of such strategic choices and approaches to effect culture change in the manner sought by policy-makers.