- What is the power structure in your organization?
- Does the power structure match the organizational structure? (Who really has the power?)
- How is conflict handled within the organization?
- Is conflict viewed as a growth opportunity or as a nuisance?
- Does conflict lead to change? If not, what initiates change in your organization?
References
Meadows, D. H. (2008). Thinking in systems: A primer (D. Wright, Ed.). Chelsea Green Publishing.
Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization (Revised and updated). Doubleday/Currency.
Power Structure in the Organization
The power structure in my organization follows a formal hierarchical model, with leadership roles defined by titles and authority levels. The chief executives, administrators, and department heads hold the most formal power, making strategic decisions and setting policies. However, informal power is also present among experienced nurses, interdisciplinary team leaders, and influential stakeholders who shape workplace culture and decision-making.
Alignment of Power Structure with Organizational Structure
While the formal organizational structure suggests a top-down approach, actual power dynamics may differ. In practice, those with clinical expertise and strong interpersonal relationships—such as senior nurses, physicians, or department managers—often wield more influence in daily operations and decision-making than their official titles suggest. This informal power dynamic sometimes challenges the traditional hierarchy, especially in critical decision-making situations.
Conflict Handling in the Organization
Conflict is managed through a combination of structured policies and interpersonal negotiation. Formal channels include mediation by human resources, ethics committees, and standardized reporting systems. However, informal resolution methods, such as direct communication between employees and leadership or reliance on experienced staff to mediate disputes, are also common.
Perception of Conflict: Growth Opportunity or Nuisance?
The organization’s perspective on conflict varies. Some leaders view conflict as a nuisance that disrupts workflow, leading to a preference for quick resolutions. However, in certain cases—especially in quality improvement and interdisciplinary collaboration—conflict is acknowledged as an opportunity for growth and system refinement.
Impact of Conflict on Organizational Change
Conflict can lead to change, particularly when it highlights systemic inefficiencies or patient safety concerns. However, not all conflicts result in meaningful transformation. More often, external factors such as regulatory changes, accreditation requirements, or new healthcare policies drive major organizational shifts.
References
Meadows, D. H. (2008). Thinking in systems: A primer (D. Wright, Ed.). Chelsea Green Publishing.
Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization (Revised and updated). Doubleday/Currency.