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This study examines the impact of oppression onconflict-relevant factors in a community-based organizational setting. The research reveals that although the organization experiences very similar antecedents, manifestations, and complications of organizational conflict as most organizations, the oppression that the members of the organization and the organization itself experience adds a lens through which the dynamics of conflict are filtered, magnified, and complicated. Most not ably, and paradoxically, the findings show that the organization has become a closed system in response to the oppression it is working to address. The study results have implications for the design and management of anti-oppression organizations. In particular, they suggest a need to invest in conflict-management processes, skills, and reflective organizational practices as tools promote open systems.
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