NCJ Number
151635
Journal
Child Abuse and Neglect Volume: 18 Issue: 10 Dated: (October 1994) Pages: 859-869
Date Published
1994
Length
11 pages
Annotation
Focusing on interagency cooperation and collaboration in providing services to sexually abused children, this paper reviews the underlying sources of conflict that impair interagency functioning, analyzes the dysfunctional techniques used to manage this conflict, and develops a model for conflict management that uses concepts from operations and negotiations literature.
Abstract
Conflict naturally occurs when multiple organizations with different mandates interact to deliver services to the victims of child sexual abuse. Sources of conflict include the effects of professional socialization, incompatibility of goals, interdependence among organizations, differences in performance expectations, and resource limitations. Inappropriate methods of managing conflict include avoidance, diffusion, and power. In contrast to these approaches, the recommended approach to conflict management involves three steps: problem characterization, acknowledgment of relevant goals and interests, and negotiation when interests are in conflict. Possible problems with this approach include the need for training, resource limitations, frequent changes in team membership, hidden costs, excessively large groups, poor follow-through, and the need for outcome measurement. Nevertheless, the recommended techniques will help participants channel conflict in a positive manner so that conflict can lead to an improved system of care delivery to sexually abused children in individual communities. Figures and 29 references (Author abstract modified)