Conflict, ambivalence, and the contested purpose of public organizations

Abstract

This article argues that public organizations are inherently more complex than private ones. Their complexity derives from two sources. The public sphere is the site for the continuous contestation of public purposes and this means that questions regarding values and policies saturate all public organizations, particularly at the point of delivery. Second, because government partly acts as the receptacle for the alienated subjectivity of citizens, public organizations have to contain much of what is disowned by the society in which they are situated. It follows that the fate of the public official, sometimes referred to as the ‘street-level bureaucrat’, is to have to contain the unresolved (and often partially suppressed) value conflicts and moral ambivalence of society. Such a perspective has implications for all of those who, in their different roles, seek to bring about change or development in public organizations. Psychoanalytic approaches to organizational consultation have not adequately understood the contested nature of public organizations and some key aspects of this approach, such as the concept of the organization's primary task, need to be reconsidered.

Ask the Audience: Determining Organizational Identity of a State Extension Agency

“…Being able to repeat a specific message will be important for Extension's brand success (Walvis, 2003), but it will also be difficult, given that the organization has five values it wants to represent. Multiple values and purposes, which are typical of public organizations, can be difficult to represent in external communications (Hoggett, 2006;Waeraas, 2008Waeraas, , 2010. Extension communicators should test any developed materials before implementation to ensure the materials meet the needs of the intended audience (Goodwin, Settle, & Irani, 2012).…”

Ambiguity in the Identity Transformation of Public Health Organizations

“…The study highlights the relevance of ambiguity in strategy and identity changes brought about by the work of managers in contemporary organizations (Alvesson, 1990(Alvesson, , 2013Alvesson, Ascraft, & Thomas, 2008;Alvesson & Sveningsson, 2003;Gioia, Price, Hamilton, & Thomas, 2010;Hoggett, 2006;McCabe, 2009). Ambiguity is linked to complex hierarchical relationships, imprecise goals, confusing result assessments, and unstable political support from authorities.…”

“…Ambiguity has the potential to amplify conflicts and resistance because individuals can interpret a situation and act on it in a number different of ways. Individuals can also feel very frustrated due to a lack of clarity, which may cause feelings of manipulation and distrust (Alvesson, 2013;Feldman, 1991;Hoggett, 2006).…”

“…The emergence of such phenomena is more intense in service organizations, public hospitals, universities, professional groups, government advisories, and businesses that make an intensive use of knowledge (Alvesson & Sveningsson, 2003;Denis, Langley, & Cazale, 1996;Gioia & Chittipeddi, 1991;Feldman, 1991;Meyerson, 1991;McCabe, 2009). Ambiguity often leads to amplifying conflicts and resistance, since the lack of clarity in the diverse interpretations causes people to feel disoriented, manipulated and distrustful (Feldman, 1991;Hoggett, 2006;Martin, 1992;Meyerson, 1991). Organizations try to impose limits to ambiguity in order to avoid chaotic situations or serious misunderstanding.…”

Brand Salience and Brand Differentiation of the Florida Forest Service

“…Public organizations' legitimacy depends on public value, which occurs when a public organization provides a product or service that cannot be reasonably met by private organizations and satisfies those receiving the services and the general citizenry paying for the service (Hoggett, 2006;Moore, 1995). Due to increases in consumerism and competition, public organizations are increasingly using marketing techniques, leading to more public relations and marketing staff in public organizations (Walsh, 1994).…”