Shared Values and Conflict
This work analyzes an apparent paradox: share values generate conflict. From an ethnographic study developed in an International Non-Governmental Organization in the city of Cordoba we show how the organizational values widely assumed by its members become factors that encourage the development of disagreements and conflicts. In this way, we support the hypothesis that share values not necessarily (only) produce consensus and cooperation, but also allow disagreement because they facilitate the observation and evaluation of organizational operations. This hypothesis becomes pertinent, in the first place, from some assumptions of the social and organizational theory which consider share values as opposite to conflict; in the second place, from the social conflict theories that tend to propose that conflict appears as the