1. In Yemen, throughout the last five years, a basic conflict has arisen within the Ministry of Agriculture. It involves essentially two groups of employees, the young, newly educated employees, and the older bureaucrats who are resistent to change. Generally speaking, the younger employees, who , in many cases, spent several years in colleges and universities abroad, support more modern administrative and managerial models. The conflict, therefore, is between the two groups of functionaries who are competing for power and influence within the Ministry.
It is only fair to state that the older employees, many of whom are educated and highly experienced in spite of their age, were performing managerial tasks while the younger recruits were at university. Understandably, the younger employees, upon their return, were proud of their educations; however, they seemed not to recognize the loyalty and experience of the older generation of functionaries who, in many instances, actually sent them abroad.
The younger employees were somewhat ambitious and were seeking power within the organization. They based their assumptions on the concept of "change" to achieve this authority and power.
The older employees, on the contrary, felt secure with the establshed system and, although they were not as educated as the younger group, they were able to perform efficiently and maintain adequate standards of performance. If they were to accept change, as recommended by the younger group, they would (a) lose efficiency and (b) risk their pre-existent power-base.
2. One solution would consist, in the eyes of the older generation, of younger employees working within the traditional system under the authority of the older group, until such time as a mutually agreeable change could be implemented. The elder employees felt, and feel, that the new skills learned abroad must be adapted for proper insertion into established Yemeni systems.
On the other hand, the highly-educated, youthful group proposes changes in the immediate future, feeling that the current system is on the verge of collapse, and, additionally, suggests that the traditional employees seek further training abroad, then return to Yemen with the intent of working under the younger group's supervision.
The third party involved in this conflict is personified by the upper-echelon hierarchy consisting of the Minister and his various Department Heads. Among them are both young and old employees. However, they are unified in their opinion that power should flow from them toward both of the conflicting lower groups. The "upper-echelon" respects the position of the older traditional groups, but, for reasons of expediency, is reluctant to take sides. The Minister, for his part, is aware of the problem and respects both positions; however, he is unable to send the older employees abroad for financial and political reasons.
3. In evaluating the respective positions, it is important to remain aware of the feelings of all parties. Both sides of the dispute have valid points. The problem is to discover where "common ground" lies between them. The valid points must be reflected and refocused for proper analysis, before a solution can be found. The young employees are intelligent and technically competent, including mastery of one or more foreign languages. Under these circumstances, they deserve some share of the power.
The traditional employees are aware of the public's needs and can interact effectively with them. They have also been sustaining the system for many years, even though their methods were, perhaps, "not the best."
There seems, therefore, to be a distinct need to form a Ministerial Commission to evaluate the current system and to arrive at a viable solution. Unwritten, but equitable, rules should be used to choose members from among the three conflicting groups; the leader of this Ministerial Commission should command the respect of all three factions. If such an individual cannot be found, then a mediator from outside should be brought in. This person should be objective in analyzing the conflict.
4. After mediation, a solution will emerge. It appears, in this particular case, that a solution would be to change the system slightly and to ensure that all parties are actively involved in agreed-upon changes. Further, there should be in-house training, so that everyone understands and accepts it, thus avoiding chaos and confusion. All parties must feel comfortable with these changes; everyone must feel that the solution is flowing from all parties, not just from one or two.
5. Under an appropriate plan for implementation, some of the older employees will be expected to yield or to share power.
To illustrate this point, the Human Resources Department should adopt a new manager, and install a computerized system. It is important to start with the Human Resources Department in order to demonstrate that the new approach can work in other departments, as well. It is essential to note that Human Resources had more problems than other Departments, and a viable, modern managerial solution for them would seemingly demonstrate "success" to other ministerial departments.
6. Evaluation of effectiveness can be ensured by establishment of a Committee, structured like the Mediation Commission reflecting all three parties. This Committee would be empowered to enhance effectiveness, or to modify any system or sub-system found to be defective or troublesome. There would be linkages between this Committee and actual implementation of the new system recommended by the mediators of the initial conflict.
7. Mediation and ultimate resolution of this conflict demonstrated to me, personally, the importance of:
I feel, when all parties meet around the same table, realizing that all have equal negotiating status, that deliberations are objective and likely to be acceptable to all, and will be implemented with more sincerity and, hence, efficiency.
Because all parties will have taken part in the mediation process, all will feel comfortable implementing the full range of decisions made to improve the Ministry's managerial style.