MANAGING DIVERSITY AND SECOND‐ORDER CONFLICT

Abstract

This paper proposes that those who study diversity conflict recognize the distinction between first‐order diversity conflict and second‐order diversity conflict. The former refers to discrimination, while the latter refers to disputes over remedies designed to eliminate discrimination. First‐order disputes affect subordinant group members most strongly in the organization, are morally unambiguous for most, and are organized around set organizational and societal procedures. Second‐order disputes involve dominant as well as subordinant group members (so that more people are affected), are more morally ambiguous, and lack set procedures for dealing with them. As a result, second‐order disputes tend to remain hidden, despite being wide‐spread, resulting in autistic hostility. The presence of second‐order conflict may undermine efforts to resolve first‐order disputes, and lead to escalation of conflict between people from different identity groups. Recognizing this distinction is critical for understanding the dynamics of diversity conflicts.

Citation

Friedman, R.A. and Davidson, M.N. (2001), "MANAGING DIVERSITY AND SECOND‐ORDER CONFLICT", International Journal of Conflict Management, Vol. 12 No. 2, pp. 132-153. https://doi.org/10.1108/eb022853