Interview with Robert R. Blake
by Marcia Abbo
Robert R. Blake is chairman of Scientific Methods, Inc., in Austin, Texas, and a pioneer in organizational dynamics. He is an authority on leadership theory and on promoting excellence in corporations through organizational management. He has served as an international consultant for governments, industries, and universities, and is the author of over 40 books. His publications include: Solving Costly Organizational Conflicts, with Jane S Mouton (San Francisco: Jossey-Bass, 1984); The Managerial Grid, with Jane S. Mouton (Houston: Gulf, 1964); The Leadership of Corporate Change, with Rachel McKee (Journal of Leadership Studies, 1993), and Change by Design, with Anne Adkins (Addison-Wesley, 1990). He is currently working on a book called Systematic Change.
ABBO: I understand that you have spent most of the past 30 years focusing on the breakdown of trust and cooperation between groups which need to work together?
BLAKE: Yes. Surprisingly little attention has been given to this situation in organizational excellence. How to restore trust is one of the great missing links in the chain necessary for increasing productivity, program quality, and morale.
Trust is the foundation of any collaboration. But once distrust appears, it makes cooperative behavior very difficult. Communication among groups becomes less direct, and a "we-they" mind-set feeds on distorted images of each other.
ABBO: Why does this mistrust happen?
BLAKE: It has its origins in the specialization of modern organizations. We have divided work into smaller parts so that people can focus on different aspects and become more expert. But there is a price to pay-usually conflict- when the organizational components must reconnect and work together to achieve a goal.
ABBO: Why is inter group conflict overlooked in organizations?
BLAKE: Teams that have trouble working "interdependently" can perform very well by themselves. And after a while a conflictual working relationship becomes accepted. Conflict does not usually stem from a single event, but builds up over a period of years-if not decades- as a history. Added to this is the phenomenon that relations among groups are generally resistant to change.
ABBO: Could you elaborate on the nature of these dynamics?
BLAKE: A loyalty to the group develops which can superside logic. Group members develop a pride in group membership that distorts their objectivity. A "we-they" mind-set feeds on this distorted group identity. For example, group members are more likely to believe hearsay about the other group than have factual information.
A competitive mind-set will make the situation even worse, evoke more distrust, and increase the tension, hostility, and conflict.
ABBO: You mentioned the role of history is resistance to change. What does this mean?
BLAKE: A group
looks to its past for stability and for help in measuring its accomplishments. Yet for all its contributions, a group's history is often a formidable barrier to effective resolution of inter-group conflict.
If groups traditionally resolve problems through win-lose situations, relying on power and authority or withdrawal, they are likely to repeat the same patterns even though the consequences are mutually destructive and undesirable.
ABBO: What is effective in counteracting these dynamics?
BLAKE: What is needed is establishment of new norms-a culture of problem-solving.
The mistake I have seen organizations make is trying to treat inter group conflict with traditional strategies that are aimed at the individual; for example, by edict ("As of Monday morning, I want to see a change...."), by personnel rotation, restructuring, or agreements worked out only between leaders of the groups.
ABBO: What can bring about meaningful change?
BLAKE: Conflict resolution is in the hands of the groups. Their participation must be voluntary and active. Groups must want to work on improving relationships. The process must allow the whole group to change together. It must foster direct dealing between groups in a problem-solving manner (finding the facts, uncovering the logic inherent in the problem, agreeing on sound solutions).
Finally, it is important that the groups envision the future "ideal" situation they want before discussing the actual situation and its history. This sequence creates the motivation to change by freeing participants to imagine possibilities. They can finally "see" cooperative, collaborative efforts as an alternative to their previous relationship.
ABBO: The delivery of Head Start services has always depended on the integration of services. But increasingly crucial to Head Start success are task forces, alliances of parents and staff, and interagency collaboration with community groups.
BLAKE: The need for teamwork between groups is growing, especially for groups in which neither has the authority to control the other, like components, centers, parents, and staff. But even groups in hierarchies must depend on working together, like executive directors, Regional offices, and contractors.
ABBO: Thank you for sharing these insights with Head Start.
BLAKE: It has been my pleasure. I have no doubt that Head Start children and families will be the ultimate beneficiaries whenever resources are committed to the ongoing development of inter group trust, cooperation, and teamwork among staff.
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