Designing a Conflict Management System for Higher Education: A Case Study for Design in Integrative Organizations

Yarn, D. (2014), Designing a Conflict Management System for Higher Education: A Case Study for Design in Integrative Organizations. Conflict Resolution Quarterly, 32: 83–105. doi: 10.1002/crq.21102

Georgia State University College of Law, Legal Studies Research Paper No. 2014-40

Posted: 28 Oct 2014 Last revised: 10 Dec 2014

See all articles by Doug Yarn

Doug Yarn

Georgia State University - College of Law

Date Written: August 5, 2014

Abstract

In 1994, the University System of Georgia embarked on an ambitious effort to reduce the costs of disputing by creating what is now possibly the largest comprehensive, integrated conflict management system (ICMS) in higher education. For almost twenty years, the Consortium on Negotiation and Conflict Resolution has provided technical advice and support for this initiative. This article reviews the context, summarizes the ICMS design, draws a few lessons, and speculates on the value of this work. Because of my close personal involvement, I am straying from convention and telling this story from the first-person perspective. Although probably skewed by hindsight, the historical context is important because our decisions and actions reflected the prevailing conditions and our nascent level of knowledge and experience. The overarching lessons are applicable to most organizations and particularly salient for the conflict management challenges facing the diverse colleges and universities in the United States today and any multifaceted, integrative organization.

Keywords: Conflict management, integrated conflict management system, higher education

Suggested Citation

Yarn, Douglas Hurt, Designing a Conflict Management System for Higher Education: A Case Study for Design in Integrative Organizations (August 5, 2014). Yarn, D. (2014), Designing a Conflict Management System for Higher Education: A Case Study for Design in Integrative Organizations. Conflict Resolution Quarterly, 32: 83–105. doi: 10.1002/crq.21102, Georgia State University College of Law, Legal Studies Research Paper No. 2014-40, Available at SSRN: https://ssrn.com/abstract=2515460

Douglas Hurt Yarn (Contact Author)

Georgia State University - College of Law ( email )

P.O. Box 4037
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(404) 651-2096 (Phone)

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