Expanding structurational divergence theory by exploring the escalation of incompatible structures to conflict cycles in nursing

Abstract

Intractable workplace conflicts that impede individual and organizational success are common, yet little is understood about how such cycles are formed. Structurational divergence (SD) theory explains intractable conflict cycles resulting from incompatible meaning structures. SD-nexus is the interpenetration of equally compelling but incompatible structures, creating unresolvable conflicts, thus escalating the SD-nexus to the SD-cycle of intractable conflict: unresolvable conflict, immobilization, and erosion of development that perpetuates the unresolvable conflicts. The presence of both SD-nexus and SD-cycle is diagnosed as SD. SD has been studied in nursing, contributing to negative occupational outcomes (e.g., burnout, bullying, role conflict, low job satisfaction, and high turnover). No research has examined how SD-nexus escalates to SD-cycle. This study presents an exploratory secondary analysis of data from a previous study. Communication-related variables that are significantly correlated with SD were used to determine which may be associated with SD-nexus-to-SD-cycle escalation. Results suggest that nonconfrontational conflict management style and taking conflict personally may escalate SD. Future research examining these variables, along with self-efficacy and other variables gleaned from the literature, is recommended.

Addressing Organizational Cultural Conflicts in Engineering with Design Thinking

“…Because of this, ECE participants perceived that structural change may not happen; thus, design was useful in highlighting the necessity for other mechanisms (e.g., different voices and people who can advocate and champion change; Nicotera, 2015). Cultures that share similar dynamics to ECE might integrate CAD approaches throughout the educational program to uncover how and why conflicts like D&I are formed and become intractable (Malterud & Nicotera, 2020). CAD provides a unique framework that can simultaneously foster breakthroughs or breakdowns toward managing organizational communication and conflict processes (Galli & Suteu, 2013).…”

Structurational Divergence, Implicit Orientations to Active Followership, and Employees’ Selection of Upward Dissent Strategies and Silence

“…Organizational members experience structurational divergence when they encounter two or more structures that are “equally compelling and contradictory” creating a double-bind, termed as an SD-nexus (Malterud & Nicotera, 2020, p. 385). In short, members experiencing an SD-nexus believe they are “damned if they do, or damned if they don’t” in relation to their organizational action(s) (Nicotera, 2015).…”

“…The presence of an SD-nexus predicts higher rates of employee burnout, role conflict, low job satisfaction, reduced organizational identification, increased turnover, and workplace bullying (Ford et al, 2022; Nicotera et al, 2015). Recently, Malterud and Nicotera (2020) explored communication variables that lead to the escalation of an SD-nexus into an SD conflict cycle. The authors found that as compared to those experiencing an SD-nexus without an accompanying SD-cycle , nurses experiencing an SD-cycle were more likely to “take conflict personally” (TCP; see Nicotera et al, 2015), and engage in a non-confrontational conflict style.…”

“…While not yet explored empirically, it stands to reason that an SD - nexus functions as an organizational context that silences members and constrains their direct-to-supervisor prosocial dissent attempts. Given that Malterud and Nicotera (2020) found that SD-cycles are perpetuated with a non-confrontational conflict style, this type of style might manifest through the dissent strategy of circumvention. Identifying this specific type of dissent within a non-confrontational conflict style could pinpoint communication behaviors that might escalate the conflict cycles among employees and immediate supervisors (Kassing, 2011).…”

“…Past SD research suggests that organizational members often (re)produce the problematic and contradictory structures (i.e., an SD-nexus ) in which they reside through an SD-cycle (Nicotera et al, 2010). An SD-cycle is (re)produced and observable through (a) negative communication and unresolved conflict among members, (b) immobilization for both individual and collective goals, and (c) the erosion of development that fosters the continued contradictory structures (Malterud & Nicotera, 2020). Given this relationship between organizational member agency and the perpetuation of contradictory structures in SD-cycles , understanding how individuals with active or passive orientations towards leadership and followership might be influenced by an SD context is of theoretical importance.…”