Conflict and Collaboration

A Dualistic (Both/And)

Theory of Organization

Barry Sugarman



 How can an ORGanization achieve long-term success, thru several phases of renewal or reinvention i.e. dynamic capability?


It takes many success factors, plus a lot of luck.

Here we highlight the “Both/And" Factor .



There are many examples of dilemmas where an ORG faces an important choice between two directions - both equally necessary but they seem to be incompatible opposites, e.g. formality versus flexibility, the Bureaucratic model or Adhocracy.

But BOTH are needed for sustainable success. 

Is there any escape from this nightmare?

Is it even possible that this challenge can lead to valuable insight into how the right attention to conflict can give a great advantage to an ORG?  


Let's identify some different kinds of these challenges and where they appear. Both/And Challenges appear at different levels of an Org. including: work-team, cross-team, cross-department, whole-org. 

Both/And Challenges 

  • Cost and Quality - Lean management

  • Extending the Life cycle - Ambidextrous management 

  • Short-term / Long-term - Quick results or build capacity

  • Work Team, Granular Level - Collaboration, conflict management



Cost and Quality - Lean management

First the Quality Movement, then Lean Management (from Japan) shows how to get more of BOTH because they feed each other in this new model.  But there is a serious cost - complete reorgan-ization of the entire production process and new thinking . 

New challenges are introduced when the necessary steady flow of production is interrupted by Covid. 

For another (more graphic) way to explain this approach see "GOLDEN DUALITIES"

Not viewable on cell phones for now, I regret.