Friday, April 23, 2010

The FIVE Dysfunction of Islamic Organisations (2)

2. Fear of Conflict

The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict.

-Important concept to understand: Ideological conflict vs. Personal conflict-

Have you ever met a husband and wife who never had an argument with one another? Have you ever met a parent that never had a disagreement with his or her children? Didn’t think so.

Why do we expect that Islamic organizations should operate under some kind of happy-go-lucky utopia? To preserve this naive notion of how things should be, we avoid engaging in any kind of conflict. What ends up happening then is that direct conflict is avoided within the organization, but it is replaced with back-stabbing, personal conflicts, and politics.

You have seen the organization where there may be a body of 7 people. 3 of them meet separately, and 4 of them meet separately. Then they concoct conspiracy theories about how the opposing campreally feels about an issue, and why they are pushing a particular position over another. Then they get riled up, and go out to the community seeking more support for their own side. Next thing you know, it’s an all out community conflict with name-calling, people not talking to each other, and the conflict finally erupting at a dinner party at some innocent person’s house while the innocent bystanders try to enjoy some chicken biryani.

Muslim organizations simply seem to want to avoid having any healthy conflict (discussion) . This is why they all dread meetings that are boring, and where nothing gets done. When organization members trust each other, they can talk freely with one another and debate themerits of different ideas. Sit down and completely hash it out. A certain level of maturity is of course required, so that the debate does not turn personal. The element of trust is what allows people to freely credit or discredit ideas without worrying about hurting someone’s feelings (and then later making personal attacks behind their back).

Meetings should be lively and focus on the concepts and ideas being discussed – even if they become emotional. Let people be passionate about why they feel that a certain project is a waste of money, or that the dome of the masjid should be 25 feet in diameter instead of 30 feet, and so on.

This is important because once the merits of an idea have beenthoroughly discussed, everyone has had a chance to air their objections or concerns, and people can respond to them. So let the best ideas win. Once that is done, even the people who initially opposed the idea, can support it from an organizational perspective. Contrast this with a board member who unwillingly votes in favor of a certain project, waiting for it to fail, then running around telling the community, “I told you so!”

To be continue..