Conflict Resolution: Part I

Recently while working with a group, I posed the question, "when you think of conflict what words come to mind?" Words like resentment, fear, challenge, stress and anger hit the flipchart immediately. It is no wonder that individuals tend to be conflict averse. However, there is another side to conflict. When conflict is managed and resolved it can create more innovative, creative, and synergistic solutions.

It starts with belief. Do you see conflict as something to be avoided or something to be embraced? Do you see it as a setback or a normal part of everyday interactions? The choice is yours. The more you embrace conflict, the more willing you are to address it.

In this four part series on conflict resolution, let us begin by defining the word. My favorite textbook definition comes from Conflict Diagnosis and Alternative Dispute Resolution by Lauri S. Coltri. She defines conflict as follows:

"The percieved and/or actual incompatibility of needs, interests and/or goals between two or more interdependent parties."

It is easy to see from this definition how conflict can occur in organizations on a day-to-day basis.

There is also the impact ongoing conflict has in organizations. Psychometrics Canada surveyed 350 Human Resources Professionals. The survey found the following:

• 43% have witnessed someone being fired as a result of conflict
• 81% of those surveyed have seen conflict lead to someone leaving the organization
• 77% have seen it result in sickness or absence

The replacement cost of individuals alone is expensive for organizations. Additional research demonstrates the cost of conflict as follows:

• Watson and Hoffman in an early study found that practicing managers spend 42% of their time reaching agreement with others when conflict occurred.
• Estimates are the 65% of performance problems result from strained relationships with co-workers (MTI)
• According to a Fortune Magazine survey, resolution of employee disputes consumes 20% of a top executive's time.

For these, and many other reasons, we will be discussing conflict. What it is, and how to resolve it. We welcome your discussion and feedback over the next month as we delve into this topic. So how does conflict impact your organization?

High Performance Teams: Part III

I recently had the opportunity to facilitate a workshop on "Creating a High Performance Team". The foundation of the workshop was the book The Five Dysfunctions of a Team. It was mentioned in an earlier blog. Accountability seemed to be an issue for a number of participants in the room.

Accountability as defined by Lencioni is "The willingness of team members to remind one another when they are not living up to the performance standards of the group" (Field Guide, 61). How many of us are willing to do that in our organizations?

Lencioni does offer some practical suggestions for ensuring accountability:

1. Team Effectiveness Exercise: Each participants receives feedback from his/her peers and manager. Each team members provide one strength and one area that he/she must improve or eliminate for the good of the team. The leader receives the information first.
2. Publication of goals and standards: Be clear about what you are trying to accomplish.
3. Simple and regular progress reviews: Hold monthly,or at least quarterly reviews for the goals and standards that have been set.
4. Team Rewards: Recognize the team for a job well done.

These simple steps can make a huge difference for your organization.

We have talked about high performance teams over the last three weeks. How do you create a high performing team?