Made in Dagenham is a film that was released in 2010, and the storyline primarily delves into the concept of unequal payment where 187 underpaid women machinists tried to fight for their rights. Dissatisfied, the women, represented by the main protagonist, Rita O’Grady, worked with the union representative Albert Passingham for a better pay deal. This would, in turn, lead to a strike that halts the company’s operations, and it laid the groundwork for equal pay and, ultimately, women’s rights around the world.
As an organizational development practitioner, I would utilize appreciative inquiry to solve some of the issues, including leadership issues, corporate culture, as well as facilitating some of the issues in Ford company such as organizational change (Hultman and Hultman, 2018). One of the most critical aspects of the process would be to utilize an appreciative approach to solve the issues, and this includes curiosity and social innovation (Van der Vaart, 2017). For instance, in the company, while the issue of gender-based compensation was the main focus, however, workplace control and respect were the driving factors, and thus appreciative inquiry would target these issues directly, thus solving the wage issue in the process.
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Some of the ways that I would assess the emotional intelligence of the main characters include the assessment of some of the crucial factors in emotional intelligence, including assertiveness, happiness, self-esteem, as well as the perceived capacity to manage stress (Côté, 2014). Similarly, I would evaluate some of the dimensions of emotional intelligence in them, including the perceiving and expressing emotions branch, the using emotions branch, the understanding emotions branch, as well as the regulating emotions branch (Côté, 2014).
I would use Kilmann’s conflict management strategies to mitigate some of the conflicts in the film, including the utilization of the TK model in order to appeal to each of the parties involved in the conflict. The TK model posits that one should use different strategies to negotiate, depending on what the person cares about most in that particular situation (Trippe and Baumoel, 2015). Some of the negotiation styles in the TK model include collaborative, compromising, accommodating, avoidant, and competitive.
References
Côté, S. (2014). Emotional intelligence in organizations.
Hultman, J. & Hultman, K. (2018). Self and identity: Hidden factors in resistance to organizational change. Organization Development Journal , 36 (1), 13-29.
Trippe, B., & Baumoel, D. (2015). Beyond the Thomas–Kilmann Model: Into Extreme Conflict. Negotiation Journal , 31 (2), 89-103.
Van der Vaart, W. (2017). How Has Appreciative Inquiry Lived Up To Its Promises? What Will the Future of Appreciative Inquiry Look Like?
