Conflict Resolution: Mary Parker Follett
Introduction
Conflict is an inherent feature of organizational life and public administration. Traditional views often considered conflict as dysfunctional, to be suppressed or avoided. Mary Parker Follett (1868–1933), a pioneering theorist in administrative thought, challenged this assumption by presenting conflict as a potentially constructive force. Follett emphasized that effective leadership and administration depend on the proper integration of diverse interests rather than mere domination or compromise.
Follett’s contributions remain foundational for modern organizational theory, participative management, and conflict resolution strategies. Her insights bridge psychology, sociology, and management science to provide human-centered solutions to organizational disputes.
Follett’s Perspective on Conflict
Mary Parker Follett argued that conflict is not inherently negative but can be a source of innovation and growth if managed effectively. She introduced key concepts:
- Constructive Conflict (Integration of Interests)
- Conflict should not be suppressed; instead, it should be approached as an opportunity to integrate divergent viewpoints.
- The goal is win-win solutions, where the underlying interests of all parties are addressed rather than superficial compromises.
- Power-With vs. Power-Over
- Traditional management often relies on power-over, coercing compliance.
- Follett advocated power-with, emphasizing collaboration, shared authority, and joint problem-solving.
- Authority and Leadership
- Authority should not be imposed hierarchically; it emerges from knowledge, expertise, and capacity to coordinate interests.
- Leadership is less about domination and more about facilitating group processes and harmonizing conflicts.
Follett stated:
“The most successful leader of all is the one who sees another picture not just his own.”
“सफलतम नेता वह है जो केवल अपनी दृष्टि नहीं, बल्कि दूसरों की दृष्टि को भी देख पाता है।”
Implications for Organizational Behavior
- Conflict as a Resource: Conflicts, when channeled constructively, lead to innovation, creativity, and improved decision-making.
- Participative Management: Follett emphasized inclusive decision-making, where employees contribute ideas, leading to higher engagement and commitment.
- Collaborative Problem Solving: Administrators must focus on identifying underlying interests, rather than negotiating positions.
- Human-Centered Leadership: Leaders must cultivate listening, empathy, and facilitation skills to integrate diverse perspectives.
Comparative Perspective
| Aspect | Follett | Classical / Authoritative Theorists |
|---|---|---|
| View on Conflict | Constructive, integration of interests | Dysfunctional, to be avoided or suppressed |
| Power Concept | Power-With, shared authority | Power-Over, hierarchical control |
| Leadership | Facilitative, participatory, human-centered | Directive, hierarchical, position-based |
| Application | Organizational behavior, conflict resolution, participative management | Top-down administration, strict compliance |
Follett’s perspective contrasts sharply with Weberian bureaucracy and Taylorist command models, highlighting that collaboration and integrative solutions enhance both organizational performance and human satisfaction.
Criticisms
- Follett’s ideas are sometimes considered idealistic, assuming high levels of cooperation and mutual trust.
- Implementing power-with strategies can be challenging in rigid bureaucracies with entrenched hierarchies.
- Her concepts are qualitative and less amenable to quantitative measurement, complicating empirical validation.
Nonetheless, Follett’s work remains highly influential in modern conflict management, organizational behavior, and participatory governance.
Contemporary Relevance
- Organizational Development: Follett’s integration approach informs team-building, consensus management, and collaborative problem-solving.
- Leadership Training: Modern leadership programs incorporate her emphasis on listening, facilitation, and power-with strategies.
- Public Administration: Policymaking and bureaucratic reforms increasingly recognize stakeholder interests and participative decision-making.
- Conflict Resolution: Follett’s principles underpin modern mediation, negotiation, and restorative practices.
By treating conflict as a dynamic and constructive process, Follett’s insights continue to inform adaptive, human-centered organizational governance.
Conclusion
Mary Parker Follett revolutionized the understanding of conflict in administrative theory. She reframed conflict from a problem to be suppressed into an opportunity for integrative solutions. Her notions of power-with, participative leadership, and interest-based resolution emphasize human-centered administration, collaboration, and creative problem-solving. Follett’s legacy endures in modern organizational behavior, participative management, and public administration, highlighting that effective leadership is defined not by domination, but by the capacity to integrate diverse perspectives into constructive outcomes.
References / Suggested Readings
- Mary Parker Follett – Dynamic Administration (1941)
- Mary Parker Follett – The New State (1918)
- Nicholas Henry – Public Administration and Public Affairs
- Fadia & Fadia – Public Administration
- Prasad & Prasad – Administrative Thinkers
- Stephen P. Robbins – Organizational Behavior
FAQs
Q1. What is Follett’s approach to conflict?
Follett treats conflict as constructive, advocating integration of interests rather than compromise or suppression.
Q2. What is the difference between power-with and power-over?
Power-over is hierarchical control, while power-with emphasizes collaboration, shared authority, and joint problem-solving.
Q3. How is Follett relevant to modern public administration?
Her principles guide participative governance, stakeholder engagement, conflict resolution, and human-centered leadership, making bureaucracies more adaptive and collaborative.
