Managing conflicts at the interfaces or boundaries at the individual, group and organizational levels is an essential part of the job of a university administrator. As universities become subject to increasing external pressures, especially financial, administrators are called upon to reorganize, restructure and reallocate resources. These interventions substantially challenge academic administrators and the clinical sociologists who occupy these roles to utilize their skills as conflict and risk managers. This paper describes and discusses the experiences and observations of the authors as boundary managers in university settings.

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