THE CONFLICT-POSITIVE ORGANIZATION: SUPPORTING DISSENT AND EMPLOYEE-VOICE FOR MEANINGFUL ADVANCEMENT OF EQUITY, DIVERSITY, AND INCLUSION INITIATIVES

Abstract

Arts organizations working to more effectively identify and address the systemic and institutional barriers preventing diversity, equity, and inclusion within their own institutions should incorporate a conflict-positive internal culture and approach to leadership. This paper highlights the connection between healthy, positive conflict and an individual’s and group’s ability to more effectively point out and then address the invisible structures of oppression that are interwoven into the very nature of our organizations, systems, and interactions.

The first and second chapters set the context for where the arts sector is in becoming a more equitable, inclusive, and diverse workforce, and why these issues matter for arts organizations. These chapters connect the internal progress arts organizations have struggled to make to the desirable outcomes of improved community engagement, greater innovation, increased productivity, and better decision making

The third chapter asserts two key points: groups and organizations make better decisions when they engage in healthy conflict and conflict is a necessary and positive force in social justice change-work. Arts organizations must embrace and actively encourage healthy conflict that seeks to highlight injustice, inequity, and the unseen biases that create systemic and institutionalized oppression.

Finally, the last chapter presents a general overview of what conflict-positive means for organizations. This section is a broad-strokes investigation of the internal structures, systems, and strategies that inform the power dynamics and internal culture of an arts organization. It pushes arts administrators to consider and better understand all of the ways these systems influence and inform an employee’s and team’s willingness to engage in healthy, positive conflict. In addition, this section provides examples and models worth further investigation and consideration by arts organizations seeking to be more intentionally conflict-positive. Arts administrators, leaders, and managers must incorporate conflict-positive systems and strategies through all levels of organizational operations if they wish to implement meaningful change.

The findings of this paper and premises support the following thesis: arts organizations that incorporate a conflict-positive internal culture and approach to leadership can more effectively identify and address the systemic and institutional barriers preventing diversity, equity, and inclusion within their own institutions.