Date of Award

3-12-2025

Document Type

Project Portfolio

Degree Name

Doctor of Leadership in Global Perspectives (DLd)

Department

Seminary

First Advisor

Clifford Berger, DMin

Second Advisor

Garfield Harvey, DMin

Third Advisor

Jason Swan Clark, DMin, PhD

Abstract

With the rise of interpersonal conflict, leaders struggle with the juxtaposition of chaotic lives and leading from their best selves. This is especially difficult in our cancel culture and tendencies toward selfism. Factors contributing to increasing conflict are social media use and vitriolic engagement. Systems where hierarchical leadership are still in place also contribute to hidden conflict. Considering the lack of awareness and active listening needed for relationships to flourish, a Plan for Cultivating Conflict-Informed Humility (CCIH) provides a new paradigm helping leadership practitioners learn the practice of humility as part of being a conflict-informed leader.

Associated with Adaptive Leadership, this tool is not incumbent on a leader’s personality traits, gifts or skillset. Rather, this practice is an in the moment tool for intimate work with self inviting hope and flexibility between leaders and followers in varying situations and settings. It advocates mobilizing people in adaptive work while achieving the social value of restoring relationships.

Cultivating a practice of CIH is a strategic plan for leaders and their teams and organizations who want to learn how to embrace and prevent conflict. Conflict-Informed Humility combines mediated conflict resolution skills with large group teaching sessions integrating interpersonal and group communication skills. Designed to be used with a professional mediator for the first 6-8 weeks, CEOs, leaders and their teams can adopt the plan to maintain a healthy, thriving and growing group of colleagues. The sequential steps in the plan introduce leaders and their teams to a new leadership paradigm: tools to engage conflict with humility, ways to discover the root causes of the interpersonal conflict and mediate to consensus or agreement. The goal is restoring the organization’s shared mission. This Five-Element plan is divided into two parts: Learning the Plan and Using the Plan, culminating in a weekly Shared Wisdom meeting.

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