| The purpose of this study was to investigate the degree to which the Six Sigma leadership training program prepares leaders to resolve organization conflict, a major source of stress-related illness. A qualitative case study approach was utilized. Twenty-three Black Belt leaders in three Six Sigma roles of one Fortune 100 company were interviewed from five strategic business units to determine if improvements may be made to reduce unresolved conflict and enhance leader effectiveness. Leaders reported to be ill equipped to manage conflict, negatively impacting productivity, rendering them less effective and unable to meet personal and organizational goals. All interviews were audio taped, transcribed and field notes were taken. Data analysis included selection of relevant text, examination of text by groupings, organization of ideas into categories, and the creation of a narrative in terms of theoretical constructs. Training materials were reviewed. The results confirmed that no training in the area of conflict resolution was included in the curriculum. To compensate, the leaders sought training outside of the curriculum, ignored conflicts, or worked alone. Adequate recognition, a supportive leader and peer network, judicious project selection and a conflict-receptive culture were positive influences. Recommendations for promoting positive social change by reduction of harmful workplace conflict include conflict resolution training, the initiation of a peer network, clearer role definition, and more thorough project selection. |
