OPEN COMMUNICATION AND CONFLICT IN ALTERNATIVE ORGANIZATIONS: A CASE STUDY OF A HIGHER EDUCATION PROGRAM

This study is a non-quantitative exploration of factors which inhibit or facilitate open communication about conflict in alternative organizations. Open communication is defined as a full and honest exchange by two or more people about both the content of an issue and, when relevant, their relationship to it, each other, and the communication process (i.e., metacommunication), carried out in a spirit of mutual openness, caring and respect.; A definition of alternative organizations is given, and conflict and openness in traditional and alternative organizations are discussed. Key characteristics of alternative organizations are: (1) providing an alternative activity, service and/or product, generally in the context of a vision of a new and better society; (2) trying to live according to that vision now, and (3) equality of members.; An innovative university-level program was studied for a year, through observation and interviews. Analysis focused on the organizational component of the program which functioned as an alternative organization. Data were analyzed for factors affecting open communication in the program as a whole, in small groups, and in program-wide meetings.; Factors inhibiting open communication in the program can be grouped into five major categories: (1) mainstream socialization of members, (2) constraints and pressures from the external environment, (3) characteristics of the organization itself, (4) the time and energy needed to learn to use open communication, and to use it, even when skilled, and (5) the element of risk. These barriers to open communication are common to organizations in general.; Facilitating factors are more characteristic of alternative organizations, whose structures, processes and values are much more hospitable to open communication than those of traditional organizations. The most important factors facilitating open communication about conflict were found to be: (1) an alternative vision of society and of interaction, and models for ways to begin creating these alternatives, (2) equal power among members, (3) commitment and involvement in the organization, (4) trust, (5) past and current practice of open communication about conflict, and (6) direct institutionalization of open communication about conflict. Findings are discussed in terms of their implications for alternative organizations.