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Gilligan's theory revisited: A case study of organizational conflict
Abstract
The purposes of this study were twofold: (1) to explore whether and how the self relationship orientations of attachment and equality described by Gilligan in her research on moral development are identifiable in a new domain--professionals' descriptions of organizational conflict; and (2) to produce a rich account of a conflict situation presented through the perspectives of a group of professionals engaged in a conflict in their organization. The participants are seven physicians involved in an on-going conflict over compensation in their organization. Qualitative research methods were used in collecting the data with an open-ended, in-depth interview conducted with each of the participants and analyzed using the protocol developed by Gilligan and her colleagues for reading narratives of conflict and choice. The study's research questions focus on: (1) whether the orientations of attachment and equality are identifiable in these narratives of conflict; and, (2) how these orientations shape the individual's definition of conflict, perceived stakes and aspirations for resolution. The findings support the extension of Gilligan's theory into the domain of organizational conflict. The data revealed that both relationship orientations were expressed by each individual, regardless of gender or position in the organization, in their constructions of this conflict. In these narratives, attachment was expressed as a desire for voice in the organization, as caring for others, as a view of self interdependent with others, and as a desire for maintaining relationships. Equality was framed as a balancing of scales, as objectified considerations, and as inequity of power, position and money. The data suggest that how individuals perceive themselves in relation to others influences how they construct a conflict and what they desire as resolution. In addition, the analysis reveals that context is critical to understanding an individual's construction of conflict and that not knowing is a critical concept in defining conflict in an organizational setting. This study carries implications for the extension of Gilligan's theory as well as for creating a more inclusive understanding of organizational conflict. It also has relevance for practitioners who are involved in intervening in organizational conflict.
Subject Area
Management|Occupational psychology
Recommended Citation
Cormier, Denise Therese, "Gilligan's theory revisited: A case study of organizational conflict" (1993). Doctoral Dissertations Available from Proquest. AAI9329587.
https://scholarworks.umass.edu/dissertations/AAI9329587