Abstract This course has been quite useful for me, in the sense that it has exposed me to a number of new ideas. Many of these ideas have challenged my normal way of viewing the people I work with and the organizations in which, and myself, work. So there's been quite a good bit of learning on that front. I feel that I can take some of this knowledge, build upon it and expand it, and continue to apply it in my day-to-day role as an education administrator.

The Baker High School case study has been instructive to me in terms of highlighting that one cannot simply wish away problems with organizational change. In Baker High, there is a generational gap where older teachers are resisting change largely because that is what they do. Principal Skinner, likely aware that all change is seen as bad by entrenched power structures, has refrained from any sort of democratic consultations in order to implement his changes. Yet, Skinner cannot implement these changes alone, and the tenured teachers cannot simply be removed for failing to go along with the plans. In trying to resolve the situation, it is apparent that some sort of compromise needs to be met between the two sides of the dispute. Skinner will need to show leadership by communicating his vision and dealing with whatever conflict or pushback he receives. The teachers, having made an unethical move to file a complaint against Skinner without engaging him, now must grow up, backtrack on their breach of trust, and engage with Skinner. Having needlessly escalated the conflict, the experienced teachers showed exactly why they cannot be trusted to have too much input into the change process at Baker. However, to resolve the conflict, both sides will need to compromise, as ending the conflict and bringing about the needed changes to Baker High cannot happen with the conflict ongoing, with the trust damaged, and with the lack of buy-in from tenured teachers.

To fully understand what it at work in this case study, it was especially valuable to draw upon resources discussing power structures in organizations. The different lenses – structural theory, organizational theory, cultural theory – all provide a pathway to leverage knowledge that already exists about organizations and their cultures in order to diagnose key elements of...

In most case studies, most organizational problems, there is no need to reinvent the wheel. Using existing resources to understand the power dynamics that are at play in this organizational conflict, and how those dynamics can be leveraged to bring about a resolution, has been probably the most impactful learning experience in this case study. It helps to take a situation where one is inclined to choose sides, recognize that doing so will not actually bring about a resolution, and shift the analysis to a more rational, structured type of analysis from which meaningful, workable solutions can be won.
In my role, I do have to deal with conflict and change. This case study showcases a fairly common type of conflict, one that occurs in any sizable, or heterogeneous organization. Conflicting viewpoints can be difficult to align, but it is necessary to do so. I feel that having the opportunity to go through case studies like Baker High is valuable for me to take those lessons back to my job. First, when working through a case study, it is perfectly reasonable that mistakes might be made. Just working out a methodology will help me, because I can apply the same methodology to understanding the nature of conflicts in my workplace.. So the biggest change I can think of with respect to how I view my organization, is that I don't see it as quite so challenging and monolithic anymore; more often I see it as a set of problems that, given the right tools, I can resolve, should I be called upon to do so.

I think the insights that I've gained about organizations will definitely help me be a better administrator. Often in the past, I would have approached every problem as a human one. That would mean applying empathy, communicating, and in many cases taking sides based on a personal feeling. Thinking about organizations allows me to step back from the human side and view a situation with a more objective, detached perspective. Without the tools such as the theoretical background about organizations that I've gained here, I would be forced to rely on other approaches. But with those tools, I feel much better equipped to understand situations like this through different lenses. A problem that, when viewed through an interpersonal lens,…