A constructive Approach to Managing Faculty Conflict: An Action Research Study

Study Implications

The implications of this action research study include what the researcher learned from the findings that directly affects Morehead State University which indicate the following: (1) conflict management alternatives are needed at the institution, (2) faculty and administrators need assistance, outside of their own devices, with managing conflict,

3. 
   faculty and administrators are frustrated with managing conflict on their own which has led to a sense of loss of hope in dealing with conflict by themselves, (4) conflict by the institution goes unnoticed which has created pockets of animosity amongst faculty members and administrators, and (5) formal grievances and legal actions have been taken by faculty due to chronic situations of conflict poorly dealt with by the institution.
   

The study’s implications further outline the conflict that exists between faculty and administrators on the campus of Morehead State University is significantly affecting

their personal well-being and professional work ethic due to the levels of frustration expressed and experienced in dealing with ongoing conflict and the absence of organizational leadership and institutional support in managing conflict. According to the findings of the study, there is a need for a change in organizational leadership practices in regards to managing conflict between faculty and administrators. The implications of the findings demonstrate those in supervisory roles, i.e., chairs, associate deans, deans, cannot afford to ignore or avoid the conflict. Instead, individuals in these roles should be assisting their faculty in how to manage conflict and supporting them until a resolution has been commenced.

The implications of the study’s findings additionally demonstrate conflict between faculty and administrators is costing the university. People have left the institution due to unresolved conflicts; people are no longer willing to serve in certain capacities within the university to avoid working with someone they are in conflict with; people are not confident in the institutions ability to resolve conflict; and people are unwilling to report conflict for fear of retaliation or job loss. Masters and Albright (2002) identify three types of cost organizations incur because of conflict: direct, indirect and opportunity costs. A chart of these organizational costs is demonstrated in Table 7.


Table 7-Costs of Workplace Conflict (Masters & Albright, 2002)