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1、AcademyofManagementReview2009,Vol.34,No.1,32–55.MANAGINGINTRACTABLEIDENTITYCONFLICTSC.MARLENEFIOLUniversityofColoradoDenverMICHAELG.PRATTBostonCollegeEDWARDJ.O’CONNORUniversityofColoradoDenverIdentityisoftenattheheartofongoingintergroupconflictsinorganization
2、s.Drawingfromtheoriesofconflictmanagement,socialidentity,andorganizationalidentifica-tion,wedeveloptheintractableidentityconflictresolutionmodel,whichdelineatesamultiphaseprocessbywhichtheconflictingparties’identitiesshiftinordertopermiteventualintergroupharmo
3、ny.AtacommunityhospitalinthemidwesternIntergroupconflictsareubiquitousinorgani-UnitedStates,themedicalstaffcomplainedthatzations.Theseconflictsofteninvolve,butarenottheirCEOandheradministrativeteamwerelimitedto,disputesoverinterestsandresourcesignoring,andeven
4、thwarting,patientinitiatives(Kriesberg,2003).Asintheexampleabove,manyandrecommendationsessentialtoimprovingconflictsarealsocharacterizedbytensionsthequalityofpatientcare.Thisperceivedbe-stemmingfromdifferencesinhowgroupsfun-havioronthepartofadministrationthrea
5、teneddamentallydefinethemselvesandfromthreatstheveryessenceofwhothephysiciansbelievedtothoseself-definitions.Numerousscholarsthemselvestobe(thosehavingcontrolovermed-havenotedthatwhenidentitiesareimplicatedicaldecisionsfortheirpatients).Giventhatinaconflict,th
6、econflicttendstoescalate,en-threat,thephysiciansretaliatedbyattackingthecompassinganever-wideningnumberofissuesverycoreoftheadministrativeteam’sprofes-(e.g.,Northrup,1989;Rothman,1997;Rouhana&sionalidentity(thoseincontroloftheorganiza-Bar-Tal,1998).Partiesthen
7、becometrappedintion’sfuture)byrefusingtobuyintoandsupportanongoingconflictspiralfromwhichtheyhavethevisiontheyhadforthehospital.Thisbehav-difficultyextricatingthemselves(e.g.,Coleman,iorledtheadministratorstowithholdfurther2003;Diehl&Goertz,1993;Zartman,2005).
8、supportforthephysicians’recommendations,Theexampleisillustrativeofawidespreadanditledtothephysicians’eventualcostlyandproblemnotonlyinhealthcarebutinnumerouspainfulattemptstoremove