{"id":12887,"date":"2024-02-12T13:33:25","date_gmt":"2024-02-12T12:33:25","guid":{"rendered":"https:\/\/dev.inkovema.de\/?p=12887"},"modified":"2024-02-17T13:51:42","modified_gmt":"2024-02-17T12:51:42","slug":"essay-conflicts-development-drivers-transformation-process-administration-management-2024","status":"publish","type":"post","link":"https:\/\/dev.inkovema.de\/en\/blog\/essay-conflicts-development-drivers-transformation-process-administration-management-2024\/","title":{"rendered":"Essay: Conflicts as development drivers in the transformation process of public administration, in: Verwaltung & Management, 30th Vol. (2024), No. 1, pp. 3-11"},"content":{"rendered":"

Conflicts as drivers of development in the transformation process of public administration<\/strong><\/h1>\n

Ute Enderlein & Sascha Weigel<\/span><\/h1>\n
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In: Administration & Management 30th Vol. (2024), Issue 1, pp. 3-11<\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Summary<\/h1>\n
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Transformation processes<\/strong> go with new Conflict potentials<\/strong> and resistance. These can take the form of Learning opportunities<\/strong> and development drivers - if they are approached correctly. The article presents a Model<\/strong> which can be used to systematically examine the potential for conflict in organisations. It will Concrete potential for conflict<\/strong> named with the digital transformation<\/strong> The paper also shows how the organisational learning potential of conflicts can be harnessed.<\/p>\n<\/div>\n<\/div>\n<\/div>\n
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Extracts<\/h1>\n
Introduction <\/i><\/b><\/h4>\n
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(…) Far-reaching transformation processes - and public authorities and public administration organisations are in the midst of these - bring with them new potential for conflict. Jaje\u015bniak-Quast et al. have worked this out in relation to social developments. They show that there is a \"…threefold momentum for the occurrence of specific conflicts…\" in social transformation processes.<\/p>\n
Firstly, there is a swing back and forth between the Opening up to the desired new and old state<\/strong>. This creates an emotional tension between curiosity about the new and the security of the old situation, and thus subjective conflicts of interest. You also have to reckon with the fact that old and new patterns of order work simultaneously<\/strong>. This can lead to differences about which pattern to follow. orientate<\/strong> (path conflicts). Thirdly, transformation processes with radical breaks<\/strong> in the value system, which can lead to specific conflicts of values.<\/p>\n<\/div>\n
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This perspective also applies to the transformation process of public administration towards more agility and people-centred digitalised processes: The back and forth between \"old administration\" and \"new administration\" is experienced not only by \"administrative rebels\", but by all public administration employees. After all, no administrative level or area is exempt from the digital transformation. There are now even new terms for the coexistence of old and new organisational patterns. For example, the \"Hybrid file management<\/strong>\" that paper files and electronic files are kept at the same time. The clash of old and new values can be observed particularly well where \"eternal\" values of administrative behaviour, such as hierarchical decision-making, come up against the values of an agile mindset (e.g. inclusion of beneficiaries, iterative solution development).<\/p>\n
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What can be easily described in theory often unfolds in practice in complex conflict situations between specific people. Especially the Digitisation<\/strong> transformation is accompanied by many conflictual situations at various levels. These conflict situations are not only stressful for those affected, they also cause costs for the organisation, especially if they can escalate unchecked. These costs arise, for example, through Working hours<\/strong> of those involved, which they either need for arguments, reflection or discussing the conflict or because they have internally resigned. Of great relevance, particularly in times of a shortage of skilled labour, are the indirect costs incurred due to sick leave. Long-term absences or cancellations<\/strong> arise. The \"escape\" approach to conflict resolution is particularly costly for organisations. (…)<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>
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\"Conflicts can be understood as the clash of different, unagreed solutions to individual problem definitions.\"<\/div>\n<\/blockquote>\n<\/div>\n<\/div>\n<\/div>\n<\/div>
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