Running head: TURNAROUND AND TRANSFORMATION 1

Valeria L. Martinez

ORGL-4342-BV4-Organizational Change-CBE

Turnaround and Transformation

Dr. Flores

August 21st, 2019

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There will be a lot of conflicts being common phrase amongst scholars in all fields, is one

of the most deadly plagues amoung the world, as it encompasses the universally accepted notion

that is revolves around the notion that it is " a process that begins when one party perceives that

another party has negatively affected, or is about to negatively affects, something that the first

party cares about" (Reavis,2010). Despites being primarly led by the arbitrary nature of the

human soul, conflict is capable of crafting dysfunctional workplace (Reavis,2010). and is a key

cog in the business skill sets necessary for their perspective executives.

As noted by this scholarly definition, conflict involves human perception which in itself

is ad-infinitum towards its beliefs, culture, and overall influences towards, or towards destroying

its established corporate goal. As a result of the unique elements of the human mind that we all

experience each and every day, the conflict process itself is complex and consists of three major

types:"task, relationship, and process"(Reavis,2010).

The first of these forms of conflicts, task, is one of the most difficult for management

teams to handle, as it involves conflicts that are based on "the content and goals of the work"

(Reavis,2010). This board definitions allows for significant abouse and is ripe for

consistent issues within staff, both within working hourse and even beyond. Goals, despite their

end-game centered nature, are the very element that business live and die by, however, exactly

how these goals should be accomplised as is a common source of disagreement.

This is especially critical in areas such as sales (Which themselves consist of the majority

of the world market), where various variables such overall stock inventory can easily be altered

to fit the business' needs. The questions as to how much should be altered and why is inevitably

left to debate however, and thus, task, as the name implies, is one of the most difficult requisites
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of any successful task thoughout our nation's fisical history- paricularly during its planning

phases when overall objectives have yet to even be established.

The second conflicts, interpersonal conflicts, are also difficult to work with, as they

exclusively deal with interpersonal relationships that the corporation's staff carry out which

may( or may not ) include a sense of basic rspect and dignity for members of the institution's

lower class. These issues are further argumented by the reality that everyone is entitled to their

own personal opinions and feelings. This can included decisions and overall choices that are

based on experiences that lie beyond the scope of company rule and into personal territory such

as past conflicts outside the workplace,family difficulties, and a barrage of other issues that

significantly impair workers' ability to get their job done.

The final of these conflicts models, process, is centered in "how the work gets done"

(Reavis,2010). Can include similar issues as the task form of conflicts, As a result of pertaining

to how solutions should be catered, the answer can be diverse amongst leaders and management

teams which can lead an overall decline in the corporation's health as a result of disagreements

amongst the institution's most powerful member.

In addition to the three types of conflict models, researchers have also identified three

sources (loci) of control ; "dyadic conflict, intragroup conflict, and intergroup conflict"

(Reavis,2010). Much like the forms of conflicts, each of these locus of conflicts are unique and

embody the difficulty our society as a whole has with gettings things dime in a timely and

efficient fashion.

The fist of these, dynamic conflict, caters towards " conflict between two people"

(Reavis,2010) and may or may not be solvable dilemma for the managers in charge. Given its
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broad definition, dyadic conflict has existed since the inception of history itself and will always

be one of the defining forms of loci towards conflict in recorded history.

The second of these loci, intragroup conflicts, is instead centered on " conflicts which occur

amongst a group or a team" (Reavis,2010). As a result of their larger nature, such conflicts are

often the source of tensions between employers and employees, particularly in sectors with low

pay and a willingness to hire workers despite corporate losses.

The final of these loci of control, intergroup conflict, is also particularly deadly, as it

disagreeing parties includes "conflicts between groups or teams" (Reavis,2010). As a result, such

conflicts can create catastrophic situations for their corporations; as such conflicts can result in a

static decline in profits as the conflict is resolved. This is especially true when the conflicting

groups rank amoungt the highest of the institutions' hierarchy and entire sector and the

organization can cease to exist as a result of the disagreements amongst the very managers tasked

with overseeing their respective business.

Given the nature of conflicts and its potential consequences, researchers have also identify

five stages within the conflicts process which include "Potential opposition or incompatibility,

cognition and personalization, intentions, behavior" (Reavis,2010). However, as noted earlier,

behavior and perceptions such as opposition, cognition, intention, etc. are all tooted in the human

mind and are impossible to outright identify and eliminate for the sake of the corporation and its

profits.

Given these facts, executives, and team members designated towards the task of negotiation

should not only have a strong sense of the business world, but the inner mechanisms of the

human mind as a whole. These traits allow charisma and overall interpersonal skills amongst top

executives to shine and allow it to pave way towards aa better understanding and cohesion of the
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corporate puzzle towards its singular purpose. A common example, of an executive who was able

to break past such conflicts and incite exponential growth is Jill Medvedow who transformed

Boston's Institute of Contemporary Art (ICA) into a glowing enterprise which experienced a

"grand opening of its new $51 million building in 2006" (Reavis 2010) despite its humble

beginnings.

Prior to the arrival of Jill Medvedev, the ICA was pitiful sight that consisted of "no money,

few members, no permanent collection that on a good year, (only) clocked 25,000 visitors"

(Reavis,2010) and was also highlighted by the fact that the institution was built over "a covered

police station...was largely defined by an enormous stair case that cut down through the center of

the building’s four floors, creating enormous space constraints for exhibits" (Reavis,2010).

These limitations and blasphemy towards contemporary art which consist of "visual

exhibitions, music, film, video and performance created by living artist" (Reavis,2010) was

immediately identify by the institution's new director, Jill, who utilized a cunning combination of

elite interpersonal skills, strong intuition, and an overall desire to succeed in order to secure

assistance for the ICA from of the city's most powerful philanthropists.

As observed by the ICA's original state during Jill's arrival, the work revolved around

significant obstacles in all forms of conflicts, and as a result of her desperate need to secure

finances to relocate the museum to a water fountain in order to serve as "a perfect metaphor for

what (Jill's team was attempting) do which in order to expand horizons" (Reavis,2010).

In order to carry out her mission, Jill carried out her own personal Medvedow's mandate in

order to ensure that the ICA has solid, rigid goals in its future and was free from the clutter of

poor under (or over) planning (Reavis,2010). This transformed the visions of ICA into one of

world class, as it effectively ended an era where the museum was marked by "no (bring) very
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strategic (as the ICA's original building served as) a physical manifestation of the inadequacy of

the organizations" (Reavis,2010) prior to her arrival. The building would go on to secure its new

waterfront location and even secure customers "whom had purchased tickets on Craig's List for

$500 (Reavis,2010) prior to the state of the one of the organization's greatest showing of all the

times to 2009-well beyond a decade after Jill's implementations.

As a result of Jill's mastery of diverse populations towards her goals, she enlisted

assistance from some of the most powerful men and women in Boston such as "Ed Sidman, of

the Boston's big real estate developers and a major philanthropist (as well as) Nick Littlefield, a

lawyer who had served as Senator Edward Kennedy's Chief of Staff for 10

years"(Reavis,2010). in order to provide a combination of wealth and legal protection for the

construction and overall growth for the ICA.

Jill's mastery over al forms of conflict were best demonstrated in her meeting with Ed

Sidman, as her immediately guided her towards swaying the corporate tycoon by politely

reminding him that she "frequently to the openings in the Sadman's gallery" (Reavis,2010) which

not only allowed her to secure Sidman's support, but a desperately needed set of "good names to

pursue for water front real estate frequently to advise him on the process of his project"

IReavis,2010).

However, while her dyadic skills were firmly expressed in her ability to deal with Sidman and

his initial reluctance to be part of the ICA moments, the other loci of conflicts are notably absent

as a result of Jill's ability to handle, control, and analysis all the obstacles set before her.

As a result, Jill not only secured aide from some of the most powerful members of the city,

she also aided the club in winning the ".75 acre parcel, also known as Parcel J, on Boston's Fan

prier" (Reavis,2010) which provided not only significant publicity, but a powerful reminder than
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despite ICA's humble upbringings, Jill Medvedow's determination and overall ability to cope

with conflict that arises between corporations was nothing short of extraordinary.

Jill embodies the heart and soul that every business student should strive for, as her ability,

confidence, and overall ability to get the job done despite significant difficulties in all facets of

conflict is a demonstration of power, peace, and overall corporate growth that should cloud the

mind of every executive seeking to grow and expand their business. She acted not only as

someone in the top without the authority, but living, breathing proof that not all objectives are

solved with the mount of finance she had. It was solved with diligence, and an overall sense of

how to act as a leader into today’s businesses.

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Reference

Reavis, C, (2010) "turnaround and Transformation: Leadership and Risk at Boston's

institution of Contemporary Art"/ MIT