The document analyzes a conflict within a nonprofit literacy organization (EWM) after a change in leadership. It conducts interviews with staff to understand perspectives on the previous and current executive directors. Three predictions are made: 1) the new inclusive leadership will bring growth by changing the organizational culture, 2) departments' interests will continue colliding with the board due to past distrust, and 3) ways of thinking within departments may resist cultural change due to being conditioned over 25 years. The conclusion is that while change was needed, uncertainties remain during this cultural transition period.

1. Final Paper
EWM
Elizabete Saukas
Organization Theory
Grand Valley State University

2. INTRODUCTION
The purpose of this paper is to examine a conflict into an organization and
analyze it on the spectrum of organizational theories. Bring organization
theories on the analyze of conflicts into an organization can yield useful
insights to be applied toward the resolution of the conflicts and effectiveness
of the organization as a whole.
According to Boulding, the contribution of organization theory to this part of
conflict theory is to point out that it is not the “objective” situation which
matters, but the subjective images of the participants, and that, therefore,
the theory needs to be extended into the consideration of the dynamics of the
formation and change of these images. Insofar as all issue conflicts involve
utility, they are capable of resolution by changing value images as well as by
s shit in the objective situation (Boulding, 1986).
The organization theories that will be taken in consideration for the analyze of
the conflict at EWM are: organizations as cultures; organizations as psych
prisons and organizations as political metaphors. In the end, predictions will
be developed concerning this conflict into the organization. The predictions
may be used to steer the organization in the cultural change process.

3. THE CONFLICT
EWM is a prominent nonprofit organization in West Michigan that has as its
mission to disseminate literacy skills and lead informed actions surrounding
literacy in the local community. EWM serves primarily the underprivileged
population, as well as, also provide classes for those who has english as a
second language.
Currently, EWM counts with the support of key stakeholders as Grand Rapids
Public Schools and works with an average of 300 volunteers. EWM started
small, just providing literacy classes to few adults, today, the organization
serves an average of 750 adults every year.
Recently, after 25 years, the former executive director of EWM retired and a
new executive director assumed the position. The former executive director,
that we will call Sarah, was an autocratic leader and used to micro manager
the operations. A new director was pointed out by the Board of Directors and
approved by staff, Lucy has been showing a more democratic leadership style
and attentive to the staff needs. But, all these changes also brought confusion
and still some distrust to the Board of Directors.

4. THE INTERVIEWS:
For this final paper, I have interviewed the staff accountant, the executive
assistant and the director of a educational program. Through my
questionnaire, I have asked about their perception from all the recent changes
that EWM had gone through with the retirement of the former executive
director. I also inquired them about their opinion about the former and current
executive directors, as well as, I also enquired about their perspective on the
future of the organization.
The interviews happened on February 16th 2015 at EWM headquarters. Each
interview happened separately with each individual. On the intent to protect
their identities, fictitious names will be utilized.
Staff accountant:
The staff accountant, here called Emily, has been working at EWM for over 21
years. Therefore, she has seen many changes that the organization had
throughout the years. She used to report directly to former executive director,
Sarah. She believes that Sarah’s leadership style changed throughout the
years and she became more authoritarian. But, she also thinks it was

5. necessary, since the organization grew to have larger funds and fundraising
campaigns.
I asked Emily about the relationship of Sarah with the Board of Directors. She
said “She was more focus to listen to the Board”, therefore, listen to the staff’s
need was not one of Sarah’s priority.
In terms of her opinion about Lucy, Emily said that Lucy is open to the staff
compared with Sarah who was my isolated and controlled power. She also
said that there was an occasion, that Lucy defended staff’s interest in front of
the board.
Concerning to her perspective about the future of the organization, she
believes there is still ambiguity and confusion about roles under the new
leadership. Previously, Emily used to report to Sarah, but now, she said, “there
are some issues that I don’t know if I should take to Lucy or to direct to the
board”. Currently, she’s been taking some of these issues directly to the
board.

6. Executive Assistant:
The executive assistant, here called Angelica, has been with the organization
for 8 years. She used to work close to former executive director and be part
of the management team. She shared with me that under Sarah, there were
lots of conflicts in the EWM. Sarah used to micro manager each department.
And according to Angelica, “Sarah did not want to share the power”.
In terms of strategic planning that happens each three years, under Sarah, it
just used to envolve the Board of directors. While, under Lucy, she’s been
taking the time to listen the staff.
According to Angelica, while under Sarah’s leadership, there were many silos
of communication into the organization, Lucy has been able to bring the staff
to work closer.
She said that Lucy is more politically connected and involved with the local
community and also in the state level. So, she’s bringing more connections to
EWM.
Concerning to the future, Angelica showed to be enthusiastic with the positive
changes that has been happening lately at EWM. She could not share some

7. future projects, but she believes that the organization will adjust well to Lucy’s
leadership.
Director of educational program:
A director of educational program, here called Jessie, has been with the
organization for 7 years. She started as instructor for couple classes in the
organization, after while, she became coordinator of educational programs for
the workplace and just before Sarah left, Jessie was promoted as director.
Under Sarah’s leadership, Jessie said she did not have much clear her role in
the organization. Apparently, Jessie was one of the few employees who was
not closely micro managed by Sarah. Jessie shared with me that there was
division in the organization and Sarah did not have power to bring the staff
together. And just few months before Sarah’s retirement, where all the
director of programs in EWM had abandoned their positions.
Jessie said that Lucy brought different ideas to the organization and she’s
been taking the time to listen to the staff. Jessie believes EWM was ready for
this change and to receive Lucy’s ideas.

8. PREDICTIONS
Prediction one: The new and more inclusive leadership model will bring growth
to the organization.
This prediction is based on the theory of organizations as cultures, where each
organization has they way of think and do things. And the understanding of a
culture helps to explain phenomenas that occur into the organization, as well
as, how to address it.
In organizations as cultures, organizations are socially constructed realities.
“Organizations are cultures, that they have their own values, maths, rituals
and goals […] Successful companies have strong cultures and managers who
understand their culture” (pg.132. Ciulla, 2000).
In making a connection of this theory with the conflict caused by the change
of leadership at EWM, it exist a distinguishable culture at EWM. For over 25
years, the EWM worked under an autocratic set of rules, and now, with the
new leadership, the organization is starting a process of cultural change. As a
leader, Lucy has been taking the time to work closer to the staff and make
sense of the organization as a whole. And the best leaders are those that
become conscious of culture-making possibilites and become creators of

9. culture. According to Louis, since cultures differ between organizations, a
cognitive framework for expressing and interpreting meanings in a particular
culture must be developed in and for the specific culture in which will be used
(Louis, 1980).
For years, the different department and silos of communication have been
operating isolated from each other, and also apart from the top management.
Thus, it appears, there is also different cultures that operates into each one
of these departments.
Hence, under a new leadership, it appears a cultural change has started to
occur. According to Morgan, effective organizational change always implies
cultural change […] this can be seen as positive development, since it
recognizes the truly human nature of organizations and the need to build the
organization around people rather than techniques (Morgan, 2006).
Prediction two: The interest of the different departments and silos in the
organization will continue to colide among themselves and with the Board of
directors.

10. Organizations as political metaphors shows that organizations, like
governamental institutions, employ some system of rules and hierarchy. Rules
are established as a means of creating and sustaining order among their
members. Thus, an analysis with the use of the political metaphor can make
a valuable contribution to the organization.
According to Morgan, in understanding organizations as political systems we
have means of exploring the political significance of these issues and the
general relation between politics and organization […] However, it is far from
clear whether power should be understood as an interpersonal behavioral
phenomenon or as the manifestation of deep-seated structural factors. It is
not clear whether people have and exercise power as autonomous human
beings or are simply carriers of power relations that are the product of more
fundamental forces (Morgan, 2006).
Throughout its 25 years, there is a clear disconnection of the interest of the
board of directors and the staff, mainly those in the front line of services
provided by the organization. During 25 years, Sarah focused on mandate
the interest of the top decision makers to the staff, and conflicts were
recurrent. Thus, it is very comprehensive the current distrust that still exist of
the silos into the organization toward the board of directors. And I believe that
the same way that the silos continues to compete and colide among

11. themselves, there is a risk that the distrust concerning the board of directors
will also be perpetuated. Therefore, it will limit the effectiveness of operations
of the organization.
Prediction three: The way of act and think of the silos into the organization
will resist to cultural change.
The organizations as psychic prisons is a metaphor that describes
organizations as a space where people are confined to do things or act in a
determined way. And this becomes a real psychic prison, not just for those
entrapped in it, but also for the whole organization, because it may limits its
growth.
According to Morgan, the psychic prison metaphor alert us to pathologies that
may accompany our ways of thinking and encourages us to question the
fundamental premises on which we enact everyday reality (Morgan, 2006).
As the favorite way of thinking, another perspective considered by the
organizations as psychic prisons is the group thinking problem. The group
thinking pathology promotes the constant search for consensus of opinion
among the members of an organization, and as predicable, it brings great
risks to the organization.

12. According to Janis, the problem is that the advantages of having decisions
made by groups are often lost because of powerful psychological pressures
that arise when the members work closely together, share the same set of
values, and, above all, face a crisis situation that puts everyone under intense
stress […] This reliance on consensual validation within the group tends to
replace individual critical thinking and reality testing, unless there clear-cut
disagreements among the members (Shafritz, 2011).
I believe that this theory relates with the conflict, because for over 25 years,
the different departments and silos into the organization are conditioned to
process things in certain ways. There are some employees that were used to
report direct to the executive direct, as it is the case of Emily. At this moment,
Emily feels confused and she’s been reporting direct to the board of directors,
because, there is still uncertainty concerning this cultural change. And maybe,
as Emily, there are others in the organization that will resist change when it
confronts their old fashioned way to act and do things.

13. CONCLUSION
The recent change of executive director at EWM clearly show differences in
the leadership style of the former executive director, Sarah and the new one,
Lucy. According to Angelica, EWM was ready for the arrival of Lucy, as
executive director, but as discussed throughout this paper, there are still
uncertainties about this “readiness” of the organization.
EWM had a way to do things that worked for the last couple decades, and
now, it has been moving toward a cultural change. However, there is still
certain ambiguity and distrust among the staff and top management what
certainly will promote new conflicts.

14. REFERENCES:
Morgan, G. (2006). Images of organization. Thousand Oaks: Sage Publications.
Shafritz, J. M., Ott, J. S., & Jang, Y. S. (2011). Classics of organization theory.
Boston, MA: Wadsworth Cengage Learning.
Ciulla, J. B. (2000). The working life: The promise and betrayal of modern work.
New York: Times Books.
Organization and conflict: KENNETH E BOULDING A model of organization as
system ORGANIZATION GROWTH AND CONFLICT INFORMATION,
KNOWLEDGE, AND ORGANIZATION IMAGE VALUE DIMENSIONS OF THE
ORGANIZATION IMAGE ESTABLISHMENT AND DEVELOPMENT OF THE IMAGE
the theory of organization and conflict THREE CONFLICT SITUATIONS
ECONOMIC CONFLICT INTERACTION CONFLICT INTERNAL CONFLICT conflict
resolution REFERENCES. (1957). The Journal of Conflict Resolution (Pre-
1986), 1(2), 122.