Die bestuur van konflik en kreatiwiteit binne 'n plaaslike bestuur
Introduction Rational behaviour normally characterizes the activities of people in an organization. Management, however, often experiences problems in dealing with differences among population groups, as well as with the power struggles and labour unrest. Traditionally, management believed that conflict was unhealthy, dysfunctional and harmful, and had to be suppressed and eliminated. The modern view of conflict management, however, is that conflict is not necessarily dysfunctional for organizations. Consistent with this interpretation is the belief that progress can be achieved and creativity stimulated if the proper level of conflict exists within the organization. Local authorities have, by virtue of their objectives, directives and services, a unique culture and structure. It is therefore important to take into account that local authorities are influenced by directives and demands from within and without the organization. Purpose The purpose of this study is to explore the nature and sources of conflict, to understand its determinants and dynamics, to explore specific approaches to managing conflict, and finally to suggest a model for the management of conflict and creativity in a local authority. Method of Study The method of investigation followed in this study was largely determined by the object and nature of this study. The object was to get to know more about the phenomena of conflict and creativity. The study was therefore based on a study of literature, personal observation and experience. Findings Conflict is not necessarily bad or good, but must be evaluated in terms of its individual and organizational functions and dysfunctions. Conflict can be more readily understood if it is considered a dynamic process. To be useful in the analysis of real situations, a general theoretical framework must at least fit several broad classes of conflict, some or all of which may occur within a local authority. It is therefore suggested that conflict and creative management in a local authority should follow the following four phases in a conflict management model. Conflict pre-care. The concept encompasses the understanding and the dynamics of the potential for conflict and also conflict as a whole process. Conflict identification Conflict identification is the recognition of indicators of conflict that are everyday occurrences in the working place, and the recognition of everyday occurrences like the breakdown of communication, assaults and rumours. Management could use measures like climate studies and opinion surveys to identify conflict. Conflict handling Once conflict has taken place, it needs the attention of management. Conflict could be handled through the use of different techniques and processes. Conflict aftercare * the need to de-emotionalise the situation and re-establish relationships and * the need to prevent the emotional residue from increasing further conflict. The importance of designing a conflict management model for local authority, which includes the advantages of creativity as part of functional conflict was kept as simple and logical as possible. This study was designed to help the practitioners in the management of conflict and creativity in a complex organization like a local authority.