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1、AcademyofManagementReview2009,Vol.34,No.1,32–55.MANAGINGINTRACTABLEIDENTITYCONFLICTSC.MARLENEFIOLUniversityofColoradoDenverMICHAELG.PRATTBostonCollegeEDWARDJ.O’CONNORUniversityofColoradoDenverIdentityisoftenattheheartofongoingintergroupconflictsinorganizations.Drawingfromtheoriesofconflictma
2、nagement,socialidentity,andorganizationalidentifica-tion,wedeveloptheintractableidentityconflictresolutionmodel,whichdelineatesamultiphaseprocessbywhichtheconflictingparties’identitiesshiftinordertopermiteventualintergroupharmony.AtacommunityhospitalinthemidwesternIntergroupconflictsareubiqui
3、tousinorgani-UnitedStates,themedicalstaffcomplainedthatzations.Theseconflictsofteninvolve,butarenottheirCEOandheradministrativeteamwerelimitedto,disputesoverinterestsandresourcesignoring,andeventhwarting,patientinitiatives(Kriesberg,2003).Asintheexampleabove,manyandrecommendationsessentialtoi
4、mprovingconflictsarealsocharacterizedbytensionsthequalityofpatientcare.Thisperceivedbe-stemmingfromdifferencesinhowgroupsfun-havioronthepartofadministrationthreateneddamentallydefinethemselvesandfromthreatstheveryessenceofwhothephysiciansbelievedtothoseself-definitions.Numerousscholarsthemsel
5、vestobe(thosehavingcontrolovermed-havenotedthatwhenidentitiesareimplicatedicaldecisionsfortheirpatients).Giventhatinaconflict,theconflicttendstoescalate,en-threat,thephysiciansretaliatedbyattackingthecompassinganever-wideningnumberofissuesverycoreoftheadministrativeteam’sprofes-(e.g.,Northrup
6、,1989;Rothman,1997;Rouhana&sionalidentity(thoseincontroloftheorganiza-Bar-Tal,1998).Partiesthenbecometrappedintion’sfuture)byrefusingtobuyintoandsupportanongoingconflictspiralfromwhichtheyhavethevisiontheyhadforthehospital.Thisbehav-difficultyextricatingthemselves(e.g.,Coleman,iorledtheadmini
7、stratorstowithholdfurther2003;Diehl&Goertz,1993;Zartman,2005).supportforthephysicians’recommendations,Theexampleisillustrativeofawidespreadanditledtothephysicians’eventualcostlyandproblemnotonlyinhealthcarebutinnumerouspainfulattemptstoremove