<ul><li>Structured conflict resolution is common in legal disputes and international diplomacy but less common in internal business contexts.</li><li>Admitting the need for help can be perceived as a leadership failure.</li><li>Blurred accountability and boundaries make it risky to surface conflicts honestly.</li><li>The parties in internal business conflicts don't need to work or live together.</li><li>The Garbage Can Model proposes that decision-making in organizations is not a rational process and often conflicts linger in the organizational garbage can.</li><li>The actual resolution of conflict often happens by accident or when someone with enough power happens to care.</li><li>Pirate ships had many more formalized mechanisms for conflict resolution than your average corporation.</li><li>Pirates couldn't afford the luxury of unresolved conflict, while businesses often can.</li><li>Companies often make decisions to sustain organizational narratives, even if that means avoiding conflict.</li><li>A company's culture determines the norms and 'meaning' that shape how conflicts are addressed.</li></ul>

TBM 337: Pirates and Garbage Cans

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