Mary Parker Follett, a pioneering management theorist, redefined leadership and conflict resolution through her innovative ideas on constructive conflict and transformational leadership. Her work continues to shape modern organizational practices.
Introduction
Mary Parker Follett (1868-1933) was a trailblazing American management theorist, social worker, and pioneer in the field of organizational management. Her groundbreaking ideas on constructive conflict, depersonalizing orders, and transformational leadership laid the foundation for modern management practices. Follett’s profound influence stemmed from her holistic view of organizations as dynamic social systems where collaboration and integration of diverse perspectives were paramount. Her work emphasized the importance of resolving conflicts by embracing differences and promoting cooperation, rather than coercion or dominance. This introductory snippet barely scratches the surface of Follett’s contributions to management theory and her enduring impact on leadership and organizational development.
In this article below, we delve into further details about M.P Follet’s important works and concepts.
Table of Contents
Notable Works by Mary Parker Follett
Before we explore her ideas on conflict management, let’s briefly touch upon Mary Parker Follett’s major works. Her contributions to management literature include:
- The Speaker of the House of Representatives (1896)
- The New State (1920)
- Creative Experience (1924)
- Dynamic Administration: The Collected Works of Mary Parker Follett (A collection of her papers, edited by Henry Metcalf and L. Urwick in 1941)
The Concept of ‘Constructive Conflict’ by Mary Parker Follett
M.P Follett introduced the innovative concept of ‘constructive conflict’ as a means to address conflict within organizations. She firmly believed that conflict is a normal, inevitable, and unavoidable consequence of any social interaction within an organization. Rather than viewing conflict as a wasteful outbreak of incompatibilities, M.P Follett saw it as a process through which socially valuable differences could be harnessed for the enrichment of all parties involved.
To M.P Follett, conflict is neither inherently good nor bad and should be considered without passion or ethical pre-judgments. In other words, she advised organizations to leverage conflicts for their betterment as it brings out creativity among a lot of people involved in the organization.
M.P Follett highlighted the advantages of conflict by drawing parallels with friction. She noted that just as friction polishes and refines, conflict can lead to innovation and growth. She famously said, “All polishing is done by friction. We get the music from the violin by friction and we left the savage state when we discovered fire through friction.”
Resolving Conflicts: Three Approaches
Mary Parker Follett identified three approaches to resolving conflicts within organizations:
1. Domination
This is the easiest way to resolve conflict, involving the use of power, coercion, and authority to silence one side. However, this approach often leads to short-lived resolutions and can spark rebel tendencies against the dominator, resulting in renewed confrontation.
2. Compromise
Compromise is a common conflict resolution method where both parties agree to give up a portion of their desires to reach a consensus. However, it may not be preferred by many, as it involves sacrificing one’s interests.
3. Integration
Follett considered integration the most effective conflict resolution approach. It doesn’t require sacrificing desires but instead integrates the desires of all parties involved. Integration not only resolves the current conflict but also generates new ideas, innovation, and creativity. It leads to improved techniques, saves time and resources, and, most importantly, puts an end to conflicts permanently.
Steps to Achieve Integration
To achieve integration, organizations should follow these steps:
- Bring Differences into the Open: Avoid suppressing conflicts; instead, confront them openly.
- Examine Conflict in Detail: Understand all aspects, both major and minor, of the conflict.
- Anticipate Conflict: Recognize that conflict is inevitable within an organization.
- De-personalize Orders: Authority should be situational, not authoritative.
Obstacles to Integration
Several obstacles can hinder the integration of conflicting ideas:
- Lack of Intelligence, Knowledge, and Maturity: Some individuals may lack the skills and maturity needed to resolve conflicts effectively.
- Preference for Domination: Some people enjoy dominating others and may opt for conflict resolution through domination.
- Overemphasis on Theorization: Focusing too much on theoretical agreements rather than practical consensus can impede integration.
- Ineffective Communication: Inability to use proper language for reconciliation can hinder the integration process.
- Influence by Leaders: Undue influence from leaders may sway the resolution process.
- Lack of Training: Follett emphasized the need for training in cooperative thinking and integration techniques for both workers and managers.
Power, Authority, and Control by Mary Parker Follett
According to M.P Follett, power is creative energy and can be described as the “capacity to effect change, to act as a causal agent in making things happen”. This power is rooted in an innate human instinct. However, M.P Follett distinguishes between two types of power: “power over” and “power with”. While “power over” involves forceful coercion and manipulation, the concept of “power with” is more constructive and empowering. M.P Follet was the first one to advance the idea of worker’s participation.
M.P Follett recognized that eliminating power entirely was not feasible, but she believed it could be reduced. She further explained that associating authority with status can undermine human dignity and lead to negative reactions. In her view, genuine authority should be linked to the task at hand rather than status. M.P Follett introduced the concept of the “authority of function,” where each individual holds ultimate authority within their assigned function. She also discussed the idea of control, which, like authority and responsibilities, is a crucial aspect. Unlike others, M.P Follett emphasized controlling processes and focuses on fact-control rather than controlling individuals within an organization.
Concept of Depersonalizing Orders by Mary Parker Follett
The act of giving and receiving orders in any situation can be a complex process. People tend to either refrain from giving orders or become overly authoritarian when doing so, introducing boss-like behavior into the organization. To mitigate excessive bossism, M.P Follett advocates for the depersonalization of orders. Instead of individuals giving orders to one another, they should adapt their actions based on the situation’s requirements. M.P Follett also suggests that department heads should avoid giving orders to each other and, instead, collectively analyze the situation. Depersonalizing orders does not imply refraining from exercising authority but rather exercising it thoughtfully.
Importance of Coordination By Mary Parker Follett
Coordination is the process of planning and aligning actions for self-adjustment. M. P Follett sees coordination as the “harmonious arrangement of organizational parts”. Achieving coordination involves four key principles:
Principle of Early Stage: Coordination should commence in the early stages of the management process, preferably during planning. Early coordination contributes to organizational success.
Principle of Continuity: Coordination is an ongoing process; it should persist as long as the organization exists and functions.
Principle of Direct Contact: Managers should maintain direct contact with their subordinates, fostering good relationships and preventing misunderstandings. This direct interaction enhances the efficiency of coordinating various activities.
Principle of Reciprocal Relation: Decisions and actions within an organization are interconnected. The choices made by one person or department affect the entire organization.
Leadership Theory by Mary Parker Follett
M.P Follett identifies three key functions of leadership: defining purpose, anticipating needs, and organizing situations to generate power. She believes that leaders can be both born and made through education and training within an organization. M.P Follett sees leadership as Circular response. Further, M.P Follett distinguishes among three types of leadership:
Leadership of Position: This refers to leaders who hold official authority due to their positions.
Leadership of Personality: Some individuals become leaders because of their charismatic and influential personalities.
Leadership of Function: Leaders can also emerge due to the functions they perform within the organization.
Conclusion
Overall, Mary Parker Follett remains an influential figure in the realm of management theory and leadership philosophy. Her innovative ideas on constructive conflict resolution, depersonalizing orders, and transformational leadership continue to resonate with modern organizations striving for success in an ever-evolving world. Follett’s emphasis on collaboration, integration, and the recognition of human interconnectedness laid the groundwork for a more humane and effective approach to management. Her legacy endures as a reminder that leadership is not about domination but about fostering cooperation, understanding, and shared purpose. Mary Parker Follett’s contributions continue to inspire leaders and scholars alike, offering valuable lessons for the challenges of today’s complex organizational landscape.
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