Conflict Abstracts from the 1970s
Baldridge, V. (1971). Power and
Conflict in the University: Research in the Sociology
of Complex Organizations. New York: John Wiley
classic book, based on Baldridge's experiences working
at NYU during a time of great changes, argues in favor
of viewing universities as political organizations as
opposed to collegial, bureaucratic or purely rational
systems. Baldridge explains "Rather than a holistic
enterprise, the university is a pluralistic system,
often fractured by conflicts along the lines of disciplines,
faculty subgroups, student subcultures, splits between
administrators and faculties, and rifts between professional
schools. (p. 107)"
M. and et al. (1971). Is
Conflict Utilization Underestimated?, University
of Pittsburgh: University Urban Interface Program Report.
document, one of several prepared by the University
Urban Interface Program at the University of Pittsburgh,
deals with the nature and solution of conflict within
the environment. Many professionally trained managers
are ill-prepared to deal with conflict in their environment.
They often do not see it as a part of their managerial
function. It is the contention of this paper that the
management of conflict can and should be taught in a
formal curriculum aimed at the preparation of managers.
ERIC Number: ED063899
W. C. (1971). An Academic Dispute
- Settlement Commission: A Proposal. Educational
Record. 52(2): 181-85.
this early work, the author notes the unique aspects
of university decision-making structures, and because
in academic controversy both judicial expertise and
legal precedent are virtually nonexistent, an Academic
Dispute- Settlement Commission is proposed.
L. (1972). Trustee-Faculty Conflict.
Washington D.C.: Association of Governing Boards of Universities
the major conflicts that have surfaced is the long-standing
conflict between faculty and trustees. The first part
of this paper summarizes the major findings of the principal
areas of possible conflict between these two groups.
The data upon which this study is based were collected
from national samples of trustees and faculty by means
of a mailed questionnaire. The second part of the paper
deals with an analysis of, and a proposal for, resolution
of the principal area of conflict between trustees and
faculty. Given the amount of rhetoric emanating from
faculty about trustees, one would expect to find significant
differences between these two groups on substantive
issues in higher education. However, the data in this
study indicate otherwise. ERIC Number: ED093195
Hobbs, W. C. (1974). The 'Defective
Pressure-Cooker' Syndrome: Dispute Process in the University.
Journal of Higher Education. 45(8): 569-581.
study reported examines the processes by which university
disputes are waged over matters which go beyond policy
alone. Typically, such conflicts are suppressed till
they can no longer be contained, at which time they
erupt with no institutional channels to direct their
course. The author writes "Interview data collected
from observers of academic disputes disclose a pattern
of conflict among university personnel analogous to
the operation of a defective pressure-cooker: unsuccessful
suppression is followed by unpredictable eruption --
producing, more often than not, a genuine mess. (p.
569)" (Note: The full article is available from the
online JSTOR journal service. Perhaps your university
library is a subscriber to this electronic reference
S. H., L. Goodstein, et al. (1975). Third-party
intervention in a campus crisis: methods of conflict resolution.
San Diego, Institute of Public and Urban Affairs, San
Diego State University.
I've included this reference to this report, even though
it lacks an abstract because I'm hoping to track down
a copy and hope that someone might lend a hand. If you
have a copy, please contact
me. Thanks! (Library of Congress call number is
J. P. (1976). The Use of Anthropological
Field Methods as a Means for Conflict Reduction in Institutions
of Higher Education. Iowa City: University of Iowa
College of Education.
field methods are viewed as a means of reducing the
unanticipated consequences of decision-making in institutions
of higher education. The conflict generated by the unanticipated
consequences of decisions can be reduced by a better
identification and a clearer understanding of the norms
and values existing in the various subcultures of the
institution. Anthropology is briefly described and compared
to sociology and psychology, and some examples of anthropological
thinking are given. The possible contribution of anthropological
field methods to reducing the conflicts facing institutional
researchers is examined. These conflicts include suboptimization,
goal conflict, goal displacement, and internal conflict.
Each is based to a certain extent on the idea that control
of information is a kind of power, and that the power
institutional researchers have will influence the future
of higher education. ERIC Number: ED127887
J. B. (1977). Change and Conflict
in the University. Journal of Educational Thought.
modern university reflects many of the tensions and
stresses of the wider society of which it is a part.
The conditions generating conflict are related to the
ambiguity and multiplicity of academic goals. Within
the context of a political model of the university,
various strategic and tactical methods for dealing with
conflict between students, faculty and administrators
project of Campus Conflict Resolution
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