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