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E.S. Sohn, MD. (Coordinator for the Korean M. Care Network)

Conflict resolution has been a very acute issue among Korean missionaries. Sometimes, in Korean culture, emotional tendency overrules rational discretions. It seems to be very relevant and useful that we come to have such thought-provoking and practical guidelines for promoting personal and
organizational health among missions. We need to adapt Dr. O’Donnell’s valuable suggestions to the Korean soil of missions in progressive ways.

Rand Guebert, International Business, American/British

1. I think most people are baffled by the fact that other people do not see the world the way they do. I was like this when I was young and only during my working life did my thinking evolve to see conflict as inevitable and even healthy.

2. I think it is useful to separate conflict resolution from dysfunctional organizations/people. Often you get both, but I think too many people view conflict as dysfunction. I see conflict as an escalation of criticism and difference of opinion.

3. Conflict can be constructive and creative. Conflict often arises between people who have strong, valid viewpoints. This conflict forces people and organizations to be thoughtful and proactive. Old ways do not become entrenched. People care enough to suggest change. You make this point on page
1, but might need emphasis.

4. We all learn "conflict resolution" in our families of origin for better or for worse and bring this to
our organizational life.

Here are some specific comments by page #:
1.1 Procedures cannot substitute for good management. Good managers often have [good] procedures.

1.2 Dysfunction generally results from personal vulnerability. Ayn Rand [a noted philosopher from last century—her approach is called “Objectivism”] describes this very well. When people lack personal identity and/or independence they do not speak up in ways that extinguish dysfunction early. Dysfunction is founded on vulnerability. Truth is indeed a threat to vulnerable managers.

2.1 Dysfunction is often indicated by neglect or avoidance, either conscious or unconscious. Dysfunctional managers will neglect and avoid subordinates they do not like. An able subordinate will often leave and work for a better manager somewhere else. Neglect or side-lining is very common. Neglect is harder to deal with than overt abuse, but it is no less deadly--you see this often in families.

2.2 Every organization has a management style, which we should try to identify and understand. (I had no idea about this before I started working.) A mountain in one organization will be a molehill in another. Whole medieval-type cultures are built around charismatic, powerful leaders who rule by terror. Can you fight this, or must you leave? Ayn Rand chose to leave Russia.

2.3 If you are going to stand and fight, you need to build support, often clandestinely or at least quietly. If you can not build support then you are lost. There is no dishonor in separation. Hierarchy is hard to challenge--it is has the power and resources.

3.1 We are duped by dysfunction if we allow ourselves to be neglected and avoided. We will soon be marginalized.

3.2 Dysfunction is hard to challenge because many people fear change. This is another aspect of vulnerable people who lack independence.

3.3 I think it is important to recognize that written guidelines can almost always be misused and abused by clever managers.