The Union-Management Intergroup Laboratory: Strategy for Resolving Intergroup Conflict

Abstract

Behavioral science concepts and theories are rapidly finding increased application in business, government, and other organizations and institutions. The following article is a description of a recent step in applying behavioral science theories and research findings to a concrete organization situation. Described is a systematic approach for confronting the intense intergroup hostility between a management and an international union and moving the relationship toward a sound problem-solving one. Following a brief description of the setting in which this intergroup situation is embedded, a "blow-by-blow" accounting of the events that occurred during a Union-Management Inter-group Laboratory is presented. The attitudes, assumptions, values, misunderstandings, and goals of each group are brought into bold relief as they jointly examine their present relationship. Through a series of systematic steps, the two groups, working independently and jointly, examine their relationship in depth. Specific or concrete issues are set aside to focus underlying barriers that are causing eruption of conflict at the surface level. The Intergroup Laboratory permits groups in conflict to come together to work through tensions and frictions that have builtup over an extended period of time. Confrontation at this level permits group representatives to get beneath the issues separating them. Once areas of misunderstanding and sources of tension have been identified and resolved, it is possible for the two groups to more effectively deal with the day-to-day operational problems shared by them.

Approaches to Conflict Management

“…Each group compiles an image of itself and of the other group; then they are exchanged and reconciled. (For more details see Blake, Mouton, and Sloma, 1965;Goddard, 1976;Rassam, 1976. ) Participative Management.…”

The Effect of Team-Building on Team Process and Performance

“…There are several approaches for improving intragroup relations (McClernon & Swanson, 1995;Nielsen, 1972) that may involve simulated production exercises (Kolb, Rubin, & McIntyre, 1984), problem solving (Blake, Mouton, & Sloma, 1965), or even scavenger hunts (Manning & Schmidt, 1995). Team-building sometimes involves outdoor adventure programming in which participants are placed in an entirely novel environment, but also takes place in less exotic settings.…”

Resolving a Community Dispute: The Intersection of Organization Development and Mediation

“…The two groups were still very far apart, but the quality of the relationship was already qualitatively different as a result of their experience. 6 Although not clearly articulated by the consultants, the primary goal of this work was to alter the relationship between the two groups by giving them the opportunity to increase trust and test out new ways of communicating with one another. They provided the container in which myths and misperceptions could be diffused and debunked and replaced with accurate information, individuals could safely express their feelings, even if these were very different from those of others, and alternatives to "us versus them," win-lose thinking became conceivable.…”