Fight for Whats Right Ten Tips to Encourage Meaningful Conflict

Document Sample
Fight for Whats Right Ten Tips to Encourage Meaningful Conflict Powered By Docstoc
					Fight for What's Right: Ten Tips to Encourage Meaningful
Conflict
Susan M. Heathfield,
Your Guide to Human Resources.
Four Tips to Encourage Meaningful Work Conflict
Conflict avoidance is most frequently the topic when conflict in organizations is discussed.
Conflict resolution - as quickly as possible - is the second most frequent topic. This is bad
news because meaningful work conflict is a cornerstone in healthy, successful organizations.
Conflict is necessary for effective problem solving and for effective interpersonal relationships.

These statements may seem unusual to you. If you are like many people, you avoid conflict in
your daily work life. You see only the negative results of conflict. Especially in the Human
Resources profession, or as a manager or supervisor, you may even find that you spend too
much of your precious time mediating disputes between coworkers.

Why People Don't Participate in Appropriate Work Conflict

There are many reasons why people don't stand up for their beliefs and bring important
differences to the table.

(In organizations, this translates into people nodding in unison when the manager asks if the
group agrees, but then complaining about the decision later.) Conflict is usually
uncomfortable. Many people don't know how to participate in and manage work conflict in a
positive way.

In a poorly carried out conflict, people sometimes get hurt. They become defensive because
they feel under attack personally. People have to work with certain people every single day,
so they are afraid conflict will harm these necessary ongoing relationships.

Why Appropriate Work Conflict Is Important

Effectively managed work conflict has many positive results for your organization, however.
When people can disagree with each other and lobby for different ideas, your organization is
healthier. Disagreements often result in a more thorough study of options and better decisions
and direction. According to Peter Block, in The Empowered Manager: Positive Political Skills
at Work if you are unwilling to participate in organizational politics and conflict, you will never
accomplish the things that are important to you at work, your work mission. And, that would
be tragic.

So, knowing how to raise issues and participate in meaningful work conflict is key to your
success in work and in life. These tips will help.

Tips for Participating in Healthy Work Conflict

Create a work environment in which healthy conflict is encouraged by setting clear
expectations. Foster an organizational culture or environment in which differences of opinion
are encouraged. Make differences the expectation and healthy debate about issues and ideas
the norm. Placing emphasis on the common goals people share within your organization can
help. People have a tendency to focus on the differences experienced with another rather
than focusing on the beliefs and goals they have in common with each other.

If organizational goals are aligned and all employees are moving in the same direction,
healthy work conflict about how to get there is respected. If you are a manager or team
leader, do this by asking others to express their opinion before you speak your own. Tell
people that you want them to speak up when they disagree or have an opinion that is different
from others in the group.
Reward, recognize, and thank people who are willing to take a stand and support their
position. You can publicly thank people who are willing to disagree with the direction of a
group. Your recognition system, bonus system, pay and benefits package, and performance
management process should all reward the employees who practice personal organizational
courage and pursue appropriate work conflict.

These employees speak up to disagree or propose a different approach even in the face of
pressure from the group to agree. They lobby passionately for their cause or belief, yet, when
all the debating is over, they support the decisions made by the team just as passionately.

If you experience little dissention in your group, examine your own actions. If you
believe you want different opinions expressed and want to avoid "group think," and you
experience little disagreement from staff, examine your own actions. Do you, non-verbally or
verbally, send the message that it is really not okay to disagree? Do you put employees in a
"hot seat" when they express an opinion? Do they get "in trouble" if they are wrong or a
predicted solution fails to work?

Look inside yourself personally, and even seek feedback from a trusted advisor or staff
member, if the behavior of your team tells you that you are inadvertently sending the wrong
message.

Expect people to support their opinions and recommendations with data and facts.
Divergent opinions are encouraged, but the opinions are arrived at through the study of data
and facts. Staff members are encouraged to collect data that will illuminate the process or
problem.

Create a group norm that conflict around ideas and direction is expected and that
personal attacks are not tolerated. Any group that comes together regularly to lead an
organization or department, solve a problem, or to improve or create a process would benefit
from group norms. These are the relationship guidelines or rules group members agree to
follow. They often include the expectation that all members will speak honestly, that all
opinions are equal, and that each person will participate. These guidelines also set up the
expectation that personal attacks are not tolerated whereas healthy debate about ideas and
options is encouraged.

Provide employees with training in healthy conflict and problem solving skills.
Sometimes people fail to stand up for their beliefs because they don't know how to do so
comfortably.

Your staff will benefit from education and training in interpersonal communication, problem
solving, conflict resolution, and particularly, non-defensive communication. Goal setting,
meeting management, and leadership will also help employees exercise their freedom of
speech.

Look for signs that a conflict about a solution or direction is getting out of hand.
Exercise your best observation skills and notice whether tension is becoming unhealthy.
Listen for criticism of fellow staff members, an increase in the number and severity of "digs" or
putdowns, and negative comments about the solution or process. Are secret meetings
increasing?

In one of my client companies, staff members hold email wars in which the nastiness of the
emails grows and the list of staff members copied can include the whole company. If you
observe the tension and conflict is endangering your workplace harmony, hold a conflict
resolution meeting with the combatants immediately. Yes, you do need to mediate. It's okay to
have positive conflict but not to allow negative conflict to destroy your work environment.

Hire people who you believe will add value to your organization with their willingness
to problem solve and debate. Behavioral interview questions will help you assess the
assertiveness of your potential employees. You want to hire people who are willing to act
boldly and who are unconcerned about whether they are well-liked. Look and listen for
situations in which the potential employee has stood up for his beliefs, worked with a team to
solve problems, or pushed an unpopular agenda at work. Yes, you want a harmonious
workplace but not at the sacrifice of everyone's success.

Make executive compensation dependent upon the success of the organization as a
whole as well as the accomplishment of individual goals. Pay executives part of their
compensation based on the success of the total organization. This ensures that people are
committed to the same goals and direction. They will look for the best approach, the best
idea, and the best solution, not just the one that will benefit their own area of interest. This will
also ensure that the people in their organizations spend their time problem solving and
solution seeking rather than fingerpointing, blaming, and looking to see who is guilty when a
problem occurs or a commitment is missed.

If you are using all of the first nine tips, and healthy work conflict is not occurring ...
You need to sit down with the people who report to you directly and with their direct reporting
staff and ask them why. Some positive, problem solving discussion might allow your group to
identify and rectify any problem that stands in the way of open, healthy, positive, constructive
work conflict and debate. The future success of your organization depends upon your staff's
willingness to participate in healthy work conflict, so this discussion is worth your time.

___________________________________ End ___________________________________

				
DOCUMENT INFO
Shared By:
Stats:
views:124
posted:12/5/2009
language:English
pages:3
Description: Fight for Whats Right Ten Tips to Encourage Meaningful Conflict