| Occasional conflict is a fact of organizational life. | | | | clear communication process that holds both |
| There are a variety of reasons why it arises, | | | | speaker and hearer accountable for the timeliness, |
| many of which are normal and natural. However, | | | | thoroughness, accuracy and consistency of |
| left unaddressed and unmanaged, conflict will | | | | intentional messages, both verbal and written, is |
| increase business risk and financial loss as well as | | | | the primary cause of a primary source of conflict: |
| reduce work performance quality. In | | | | misunderstanding. Until these types of |
| circumstances of prolonged tension, employees' | | | | fundamental elements of organizational culture are |
| vision becomes myopic and their view of the | | | | honestly scrutinized and any shortcomings |
| organization's future (and their own future with | | | | corrected, no matter how well conflict appears to |
| the organization) becomes blurred. Shortsighted | | | | be initially resolved it will reignite later without |
| decision making and reactive defensive behaviors | | | | warning.Any effective resolution to organizational |
| damage the company's ability to achieve | | | | conflict must include an unmitigated examination |
| long-term goals.With all of these harmful | | | | of the organization's structure, policies, procedures |
| ramifications of something that inevitably occurs in | | | | and processes and must accomplish three ends:- |
| every organization, it behooves leaders to identify | | | | Reduce the risks of failure to achieve goals and |
| all current intrinsic environmental and behavioral | | | | objectives- Prevent loss of financial investment, |
| factors that contribute to the periodic occurrence | | | | asset value and human capital- Recover |
| of disharmony. Only when you thoroughly and | | | | negatively impacted performance so that business |
| completely understand the systemic sources of | | | | outputs are measurably improvedFurthermore, all |
| disputes throughout your organization can you | | | | personnel will need to be trained in simple yet |
| craft thorough, complete and enduring resolutions | | | | effective relationship development skills so they |
| to conflicts that will at the same time strengthen | | | | can confidently engage others with whom they |
| the relationship bonds among all affected | | | | are in conflict to:- identify the primary issue(s) at |
| personnel. As we'll discover later in this article, | | | | the center of the dispute- establish agreement |
| conflict, well managed, can actually increase | | | | that there is a better way to be in relationship |
| employees' desire to collaborate and strengthen | | | | and that "anyone who angers you conquers you"- |
| their commitment to work together to achieve | | | | enter into a simple resolution process that they |
| departmental and company goals.Examining the | | | | and all employees have had a hand in creating and |
| causes of conflict is not the primary purpose of | | | | commit to stay in until a mutually satisfactory |
| this article. Most people know what causes conflict | | | | resolution is achievedThis simple conflict resolution |
| in their lives and in their jobs. Rather, I will | | | | process involves the following:1. Initiating |
| concentrate on how to redirect the time and | | | | non-judgmental dialogue with a co-worker2. |
| energy that conflict siphons from legitimate | | | | Committing to participating in the process, |
| business activity into solid enterprise | | | | cooperating with the rules of engagement as they |
| growth.Leadership's RoleAlthough it would appear | | | | are defined by the process and to listening |
| to do so, conflict does not create energy. Rather, | | | | without interruption3. Stating the problem in terms |
| it diverts existing energy and subverts efforts to | | | | that remove the other's defensiveness4. |
| focus that energy on accomplishing organizational | | | | Removing environmental obstacles and challenges |
| objectives. When human energy becomes | | | | from the meeting time and place that typically |
| diffused through conflict it goes "off target" and | | | | cause communication efforts to fail (i.e., no |
| into activities that are very often subversive and | | | | uninterrupted privacy, noisiness, too close to meal |
| injurious to the continued viability of the | | | | time, etc.)5 Agreeing to approach the issue not as |
| organization. This results in "process loss" in that | | | | "me-against-you" but as "us-against-the-problem"6. |
| the intended outcomes of processes are not | | | | Acknowledging naturally occurring conciliatory |
| achieved due to the unavailability of the energy | | | | gestures, such as admission of misunderstanding |
| that is required to achieve them.The primary task | | | | or even culpability, apologizing, expressing |
| of leadership is to manage people's time and | | | | responsibility for the consequences of one's |
| energy to realize the organization's intentions. By | | | | behavior, etc.7. Forming simple agreements that |
| developing an unambiguous approach to human | | | | prevent recurrence of conflict by soliciting specific |
| energy management and conflict resolution and | | | | supportive behaviors and verbal encouragement |
| prevention, leaders will be equipped to reclaim | | | | from all those who have been affected by the |
| sidetracked energy and recapture any process | | | | conflict and, therefore, have a stake in its |
| loss resulting from occasional or chronic | | | | resolutionResolutions that emerge from this type |
| conflict.Energy FlowWhen you experience conflict, | | | | of process quickly release arrested energy and |
| the usual attending emotions are anger and fear | | | | allow it to be steered toward goal |
| exacerbated by an involuntary rush of adrenaline | | | | accomplishment. Ironically, the experience of |
| and other hormones throughout your body. If the | | | | conflict becomes an element in a shared history |
| discord is thought to be particularly hostile or | | | | between colleagues that serves to bond them in |
| threatening (which is often the case even in | | | | future interactions. The tension, anxiety and |
| innocuous and benign situations), you experience a | | | | stress that are relieved by means of mutually |
| surge of energy in preparation to do one of two | | | | addressing and resolving conflict transform into a |
| things: fight or flee. This redirects the energy you | | | | predisposition toward cooperative behavior. The |
| would otherwise be expending on | | | | lifting of the emotional weight caused by conflict |
| enterprise-related endeavors toward | | | | generates enthusiasm, creates a collaborative |
| self-preservation. This seems to be a "hard-wired" | | | | spirit and builds hopefulness for a better future as |
| instinct for all human beings, one that occurs | | | | well as a desire to maintain an environment in |
| without conscious choice or control. Such a quick | | | | which these emotions and behaviors can |
| redirection of the flow of energy often | | | | thrive.The Conflict LogAn important step in a |
| overwhelms the reasoning process and heightens | | | | quick resolution solution is to chronicle conflicts by |
| some of the physical senses while diminishing | | | | documenting in a "conflict log" all manifestations of |
| others. For instance, the field of vision narrows | | | | conflict in the organization. Each example is |
| considerably to focus on the perceived threat as | | | | analyzed as to date of occurrence, personal as |
| the hearing becomes less specific and acute. | | | | well as structural causes, internal and external |
| Prepared with what it takes to act with | | | | environmental contributors, all attempts at |
| overwhelming force to accomplish a vital | | | | resolution, outcomes, duration of initial resolution, |
| objective, the choice of what is the best action to | | | | amendments to initial agreements and instances |
| take is unfortunately not a clear one. When clarity | | | | of reoccurrence and subsequent outcomes. This |
| of thought is most needed it is least available.This | | | | history and encyclopedia of conflict in your |
| doesn't mean, however, that whenever conflict | | | | organization will help to easily identify the patterns |
| occurs only bad decisions will be made. But good | | | | and sources that give rise to and fuel conflict |
| decisions are deliberately made and take into | | | | between and among individuals and business units. |
| consideration all pertinent immediate data as well | | | | When in disagreement, the parties involved can |
| as potential consequences of both intended and | | | | quickly consult the log to aid them in their |
| unintended outcomes. This takes some time. It | | | | understanding and appreciation of the dynamics of |
| takes focused energy and a 360 degree | | | | the conflict in which they are currently |
| awareness of your environment. During conflict | | | | engaged.Develop a Conflict Risk Management |
| the time and energy it takes to make good | | | | StrategyA clearly defined and communicated |
| decisions for the organization is diverted toward | | | | conflict resolution process is only part of the |
| self-preservation thereby increasing the likelihood | | | | organization's overall conflict risk management |
| that less than desirable decisions for the company | | | | strategy. A conflict risk management strategy is |
| will be made. Any business that creates specific | | | | simply a detailed plan that clearly states the |
| and well-thought-out conflict risk management | | | | environmental causes of conflict, their current |
| policies and processes can actually turn conflict | | | | negative impact on the organization's forward |
| into a strategic competitive advantage by | | | | momentum toward accomplishing its goals, all |
| channeling human energy in any discordant | | | | specific deleterious effects on its finances and |
| situation to flow toward improving work | | | | prospects for growth and a concisely written list |
| relationships.The Dangers of Unresolved | | | | of all the behaviors that lead both to conflict and |
| ConflictThe danger of occasional conflict is that it | | | | its resolution. It furthermore identifies the resulting |
| will not be resolved in a timely and thorough | | | | benefits to individuals and processes that the |
| manner. In this case, the underlying sources and | | | | resolutions of conflicts will have. But it goes a step |
| factors of the conflict linger and fester. As with | | | | further in that it details the ways in which the |
| anything negative that is hidden or ignored, these | | | | energy that is freed up by means of constructive |
| contributors to conflict grow in perceived | | | | resolution can be practically applied to existing |
| significance and power to adversely affect how | | | | business processes and improvement efforts.Any |
| one lives and works.Unresolved conflict, no matter | | | | effective conflict risk management strategy must |
| how initially inconsequential the conflict may | | | | include:1. Specific corrective actions that will |
| appear to be, will eventually degrade the liveliness | | | | concurrently remove the disruptive effects of |
| of the organization. At best, people will | | | | conflict from all aspects of the operating |
| emotionlessly go through the motions of work | | | | environment2. Identification of processes, |
| and, at worst, they will actively work to | | | | procedures, policies and behavioral patterns that |
| undermine the enterprise. In either case, the | | | | contribute to recurring conflicts3. A detailed plan |
| quality of work and business outcomes over time | | | | to eliminate these contributors to conflict from |
| declines to depths that gradually makes the | | | | the operating environment4. A list of proven |
| organization's very existence untenable.When | | | | methods and behaviors that quickly resolve |
| occasional conflict is left unresolved it becomes a | | | | conflict by identifying and then addressing the |
| chronic source of future disharmony. When it | | | | underlying environmental and/or personal root |
| flares up again its negative impact on the | | | | causes5. A written agreement template to be |
| operating environment becomes more acute and | | | | completed by those in conflict agreeing to change |
| destructive because of the remembrance of past | | | | their focus from "me-against-you" to |
| similar conflicts and the intervening growth of | | | | "us-against-the-problem"6. A list of detailed |
| negative emotions and resentments surrounding | | | | scenarios in which processes are delineated to |
| those previous experiences.These submerged | | | | harness the liberated time and energy now |
| negative emotions constitute much of the fuel for | | | | available for productive endsWhen designing and |
| the "fires" that managers often complain about. | | | | implementing your conflict risk management |
| They lament that much of their own time and | | | | strategy, you'll need to assess the entire business |
| energy is diverted away from the important | | | | environment to determine the relevant factors |
| issues they need to attend to in order to grow | | | | and forces at work in the dispute. In other words, |
| the business. Consequently (and to mix the | | | | you'll have to approach conflict and its causes in a |
| metaphor), they often feel like they're in over | | | | holistic manner. One of your objectives will be to |
| their heads treading water or worse, drowning. | | | | remove all contributing sources within your |
| Discontent and malaise are the prevailing | | | | operating environment that feed the continuation |
| perspectives informing the work environment and | | | | and escalation of conflict while transforming the |
| managing the time and energy of disgruntled | | | | energy that is bound up by conflict into positive |
| employees does, indeed, take an enormous | | | | momentum toward productive business |
| amount of a leader's time and energy. The | | | | outcomes.Managers will need to be equipped with |
| momentum of the organization slows and | | | | conflict resolution skills that enable them to place |
| eventually halts due to the dissipation and diffusion | | | | organizational conflict resolution into the larger |
| of human energy. When energy flows in all | | | | context of strategic business issues that require |
| directions, it cannot move an organization in a | | | | their attention. Solutions need to be reality based |
| specific direction.Following is a list of the effects of | | | | and driven by project management disciplines that |
| unresolved conflict in any organization that can | | | | bring measurability and accountability for everyone |
| lead to its slow but sure decline:- Conflict spreads | | | | involved in every resolution.Effects of an Effective |
| by feeding on negativity with the result that | | | | Conflict Risk Management Strategy- Conflict is |
| nobody sees it as "their" problem; resolution is | | | | everybody's business- Conflict is resolved quickly |
| considered to be somebody else's problem- | | | | and conflict-related risk and loss is permanently |
| Chronic conflict becomes acute and urgent; this | | | | removed- Conflict is used as a performance |
| increases business risk, financial losses and can | | | | recovery tool- Conflict sharpens focus on |
| speed movement toward litigation- Conflict erodes | | | | strategic business goals and objectives- Conflict is |
| performance resulting in process breakdowns and | | | | used to identify and prevent waste through |
| unintended outcomes- Conflict distorts focus | | | | conservation and enhancement of assets- Conflict |
| resulting in loss of contact with the realities of the | | | | is used strategically to build collaboration, |
| internal and external environments resulting in a | | | | commitment and civility- Conflict is used to |
| muddled view of the marketplace- Conflict dilutes | | | | identify and design corrective actionsSimple |
| enterprise resources resulting in wasted time, | | | | conflict resolution skills for risk reduction, loss |
| energy and cash- Conflict fights change resulting in | | | | prevention and performance recovery are a vital |
| overt and covert resistance, resentment and | | | | aspect of your conflict risk management strategy. |
| revenge; beneficial and necessary change is | | | | These skills, together with the quick resolution |
| thwarted or is effected too late- Conflict attacks | | | | solution process will make resolving differences |
| quality and service through "foot dragging" and | | | | between personnel a natural part of the daily |
| retaliatory activities; this results in loss of | | | | operating environment in your organization. In |
| customers and competitive edgeThe Quick | | | | short, it will become a competitive edge that will |
| Resolution SolutionTo resolve conflicts quickly | | | | drive enterprise growth.Ken Wallace, M. Div., CSL |
| there must be an unambiguous resolution process | | | | has been in the organizational development field |
| in place and a clear understanding of the skills | | | | since 1973. He is a seasoned consultant, speaker |
| involved in participating successfully in it. This | | | | and executive coach with extensive business |
| process needs to be crafted to serve the | | | | experience in multiple industries who provides |
| long-term economic interests of the business in its | | | | practical organizational direction and support for |
| efforts to achieve strategic goals and objectives | | | | business leaders. A professional member of the |
| and not just to ameliorate interpersonal strife | | | | National Speakers Association since 1989, he is |
| caused by misunderstandings or injured | | | | also a member of the International Federation for |
| feelings.This is where many conflict resolution | | | | Professional Speaking and holds the Certified |
| processes go awry: they focus exclusively on the | | | | Seminar Leader (CSL) professional designation |
| personal issues and emotions of the parties | | | | awarded by the American Seminar Leaders |
| involved and don't take into account the systemic | | | | Association.Ken is one of only eight certified |
| cultural sources that trigger and sustain conflict. | | | | Business Systems Coaches worldwide for General |
| Examples of the latter could include inequities in | | | | Motors.His topics include ethics, leadership, change, |
| workload distribution within the same department | | | | communication & his unique Optimal Process |
| and differences in management supervision | | | | Design(R) program.Tel:(800)235-5690 Claim your |
| approaches and practices among different | | | | free Leadership Self-Evaluation Checklist by visiting |
| departments. Further to the point, the lack of a | | | | the Better Than Your Best website. |