Application of Pascale's constructive 'conflict paradigm' to consider transformation efforts at a selected bank with particular attention to the ATM devision

摘要

In applying Pascale’s (1990) constructive ‘conflict paradigm’ to consider transformation efforts at a selected bank, this study argues that transformation could be sustained if the organisation were to self-reflect on the paradoxes that are generated when constructive conflict is encouraged. Underlying this supposition is the notion of “disequilibrium” which supports creative tension within organisations and prompts inquiry and dialogue, leading to the new. Sustaining disequilibrium allows an organisation to develop the “requisite internal variety” in order to meet the challenges in its environment. Key to encouraging this form of organisational resilience to its environment is the nature of the organisation’s culture or context. Johnson’s (1998) “cultural web” is used to analyse the culture of the selected bank and “re-map” the culture in line with the bank’s transformation strategies. Pascale’s seven domains of contention are applied with particular emphasis on the ATM division in order to develop a profile of conflict in the organisation.