If addressing conflict is so important, why do so many organizations ignore or avoid it?
Thank you for sharing your experience Jessica, and I would like to share with you some thoughts on conflict resolution.
Conflict is not necessarily a bad thing. Lepsinger (2010) says, “Conflict between what is best for the individual and what is best from a collective point view;” therefore, conflict is a natural part of any team’s communication and the ability to resolve it is the key to success.
However, clear communication, clear roles, shared goals, all they are important and set the stage for cooperation and collaboration, but alone are not sufficient (Lepsinger, 2010). Furthermore, to Sustain collaboration and cooperation, we need to gain support from others for our ideas and constructively resolve differences (Lepsinger, 2010). Turning the energy of conflict into positive problem solving enables these organizations to remain relevant and effective when working in multiple countries and complex conditions (Fowler, Field, and Mcmahon, 2019).
The members of a high-functioning team are equipped at negotiating with each other and thus avoid the escalation of a conflict. Conflict is detrimental and damaging when it is poorly handled or left to escalate without resolving.
The differences between people can turn into personal dislike and damage a team’s ability to function as a whole. However, the extent to which individual opinions result in conflict depends on the personalities of the team members (Hughes, Beatty, Dinwoodie, 2014).
In the 1974s, Kilmann and Thomas designed an instrument (TKI) to measure a person’s behavior in conflict situations. They described an individual’s behavior along two dimensions: (1) assertiveness, the extent to which the person attempts to satisfy his concerns, and (2) cooperativeness, the extent to which the person attempts to satisfy the other person’s concerns (Kilmann Diagnostics, 2015).
Figure 1. Two basic dimensions of a person’s behavior in a conflict situation
Kilmann and Thomas (2015) identified five types of response to differences of opinion.
1) Competitive people tend to take a firm, this is a power-oriented mode and refer to “standing up for your right” sometimes unyielding stance;
2) Collaborative people are both assertive and cooperative; they try to satisfy the needs of all the people involved;
3) Compromising people are moderate in both assertive and cooperative, they address issues more directly and seek solutions that at least partially satisfy the group;
4) Accommodating people are unassertive and cooperative; they are the complete opposite of avoiding. They express a willingness to sacrifice something to meet the needs of others;
5) Avoiding people, are unassertive and uncooperative. They try to avoid conflict entirely (Kilmann Diagnostics, 2015).
“Chronic stress may make collaborative conflict management and problem-solving more difficult as its impact on the brain and body alters how people interact with others, especially those who are perceived as different or threatening” (Fowler, Field, and Mcmahon, 2019, p. 36). “When a significant disagreement arises, if an organization does not positively channel the energy associated with a personal commitment to a moral mission, its efforts to find resolution may increase in cost and difficulty” (Fowler et al., 2019, p.37). An organization can significantly strengthen themselves by confronting conflicts and adopting what Fowler et al., (2019, p.37) calls a “Healthy Conflict Perspective” (HCP). “This philosophy involves an intentional and sustained orientation to treat “disharmony” as a normal, desirable, and creative feature of organizational life.”
Fowler et al., (2019, p. 37-41) suggest four elements of a healthy conflict perspective to be considered by an organization deals with conflict management.
Element 1: conflict-competent leadership, which deals with and dedicated to addressing conflict early and collaboratively and constructively. When necessary, a conflict- competent leader will drive a process to change an organization’s attitude and approach to conflict. In such a leadership context, leader acknowledges that conflict is ubiquitous and can be an essential driver of better performance. Hughes et al., (2014) say that often “too little attention is paid to the human element of strategy” and “organizations need to be as intentional about leadership strategy as they are about business strategy” (p. 12)
People you depend on having the work done have different perspectives on when and how to do them or even whether they should be done at all. In such instances, you need to be able to gain their support and cooperation (Lepsinger, 2010). Therefore, considering proactive influence tactics may help rescue the situation rather than sweep it under the carpet. Leaders in a unique position try to improve their organization’s perspective on conflict management and model the desired attitude and behavior and hold themselves accountable. For instance, open discussion and present disagreement in a healthy way. Lepsinger (2010) suggests “rational persuasion” versus “inspirational appeal” as most effective tactics. Otherwise, consultation will help in carrying out the implementation of a proposed change. Also, Lepsinger (2010) suggest, “Greater involvement occurs when you present a general strategy or objective and ask the other person to suggest specific action steps for implementing it,” and the outcome is gain commitment. Fowler et al., (2019) consider “developing skills that enhance conflict competence: empathy, communication, cross-cultural awareness, listening, and emotional intelligence. Integrate these skills into leadership development programs, training, and other channels” (p.38).
Element 2: Open and inclusive organization
Open communication and feeling confident and comfortable when presenting a new change or challenging a status quo, questioning ways of doing things and suggesting a new alternative will promote a healthy culture for an organization to last with minimum conflict issues. Therefore, mutual trust is developed, sustained and valued. Diversity in such organization is positively affecting the organizational performance and have a key to success when encouraging different perspectives, experiences, functions, and identities. “Productive conflict management can also foster creativity” (Lepsinger, 2010). Fowler et al., (2019) say, “A healthy culture of conflict is crucial for innovation…………and good innovation comes when poking holes in another’s ideas” (p. 38), they also suggest some ways to put this element into practice
1) Have well-known, identified space and moment for dialogue outside formal meetings and routines.
2) Cultivate mindful meetings and practices
3) Declare respect for Each person’s dignity.
However, Lepsinger (2010) suggest some moderate effective tactics for influencing direct report and peers like Ingratiation exchange, Apprising, and Personal Appeals; however, they are difficult to use with your manager.
Element 3: Fair and effective conflict process, which in regard, establish a coherent, organization-wide response to conflict occurring within the organization. It aims to transform the conflict to an “upside” condition, have a clear communication policy, strategy and practice, and work on the principle of fairness with processes that generate respect for the outcome.
Element 4: Respectful relationships and interactions found on conversational competence [robust discussion]. Organizations must ensure that discussions and interactions at all levels have to be open, direct, respectful, and candid. Therefore, participation is seen as a positive attribute. Participants are patient, have an active-listening skill and respectfully to better understand the situation, and speak to aid understanding. Conversational competence is crucial to building a relationship which in turn drives individuals performance and motivation.
Manage difference and reach an agreement (Lepsinger, 2010), which, deals with encouraging collaboration between individuals, departments, and teams are the key to execution and getting things done. The word “conflict” often conjures up images of confrontation and significant disagreement, but this is frequently not the case. Many people minimize conflicts in an attempt to maintain harmonious relationships.
Conclusion
Dealing with disagreements before they have a chance to grow can help the people involved more effectively to resolve their problems in the future. Strategic teams where “trust and strong relationships must also exist between the team and other key teams in the organization” (Hughes et al., 2014, p. 210).
“Evidence from other types of organizations indicates that, under the right conditions, internal conflict can improve performance. Positive efforts to
prepare for and respond to disagreements can, among other gains,
meaningfully improve people’s morale, working relationships, and creativity, and increase openness to change” (Fowler et al., 2019, p.36).
Managing conflict productively (Lepsinger, 2019) is to manage differences effectively, your mindset should accept people who have the right to think or feel differently than you do and that is your benefit to developing solutions that will be acceptable and beneficial to everyone concerned.
Reference
Fowler, A., Field, H., Mcmahon, J., (2019). [Review of the Stanford Social Innovation Review: The Upside of Conflict]. Retrieved from: https://learn.twu.ca/pluginfile.php/171693/mod_resource/content/1/The%20Upside%20of%20Conflict.pdf
Hughes, R. L., Beatty, Collarelli-Beatty, K., & Dinwoodie, D. L. (2014). Becoming a strategic leader: Your role in your organization’s enduring success. San Francisco, CA: Jossey-Bass.
Kilmann Diagnostics (2015, August). An overview of the Thomas-Kilmann conflict mode instrument (TKI). Retrieved from: http://www.kilmanndiagnostics.com/overview-thomas-kilmann-conflict-mode-instrument-tki.
Lepsinger, R. (2010). Closing the execution gap: How great leaders and their companies get results. San Francisco, CA: Jossey-Bass