Midwestern:: Contemporary Art: Power Struggle

"Midwestern:: Contemporary Art: Power Struggle"

1. Is Peter Smith micromanaging Keith Schmidt?

The relationship between Peter Smith and Keith Schmidt from the start has not been easy. From the information provided in this case, it is evident that Peter Smith is micromanaging Keith Schmidt. Micromanaging is "to manage or control with excessive attention to minor details" (Micromanage, 2012). Smith demonstrates these characteristics by concentrating on every step and decision that Schmidt makes pertaining to the museum. He wants to be involved in every single decision made by Schmidt, big or small. In addition, he criticizes those decisions made and brings them up for debate at the board meetings. By opposing Schmidt's ideas, Smith is undermining the professional capabilities of Schmidt.

2. What type of conflict are they experiencing?

The conflict between Peter Smith (chair of the board) and Keith Schmidt (executive director) is a type of conflict that is common in many organizations. The conflict between these two is technical conflict. "When there are only differences of opinion between individuals about task-related matters, it can be construed as technical conflict" (Archive for Types of Organizational Conflict, 2009). Smith and Schmidt demonstrate this conflict by continuously disagreeing on tasks and decisions pertaining to the museum; especially over the direction and speed of Midwestern's:: Contemporary Art's (MCA) expansion. Also, role ambiguity is a contributing factor to this conflict between the two.

3. What can an organization do structurally to reduce conflict resulting from role ambiguity?

Role ambiguity can contribute too many different types of conflicts within an organization. It is crucial to have a clear job description for both the executive director and the chair of the board to reduce conflict resulting from role ambiguity. The responsibilities and expectation of each position should be clearly described. Communication is a must between both Smith and Schmidt and should work towards a collaborative strategy. They need to be committed to working toward a mutually acceptable agreement that will preserve or strengthen the relationship. If each party values the relationship, they will attempt to find a mutually satisfying solution (Lewicki, Saunders, & Barry, 2010). They need to have structured meetings and within those meetings know each person's responsibilities and expectations.

4. How should Peter Smith react when his advice is not followed by the board?

Smith should have not reacted the way he did by leaving his job after the disagreements. Members of the board should make very wise actions when reacting to other member's opinions. Smith acted like a child when he did not get what he wanted and just quit and cut-off all communication between him and MCA. Smith should have tried to understand Schmidt and then act accordingly. In the response of the board members voting in favor of Schmidt's advice to rapidly expand, Smith should have tried the negotiating tactic of "expressing how you feel" in hopes the other party would lower their guard. This could have opened the topic for negotiation. However, Smith chose to "call it quits".

5. How are the roles of board chairman and an executive director different in an organization such as the MCA?

The roles of the board chairman and the director of an organization such as the MCA has some differences. The chairman of the board is the overall chair that keeps the board on track and makes sure the board is in compliance with all the laws and regulations. The board chairman deals with governance and the executive director