According to the Mediation Training Institute (MTI), exit interviews revealed that chronic, unresolved conflict is a decisive factor in 50% of all employee departures. Additionally, a study of practicing managers showed that 42% of their time was spent reaching agreement with others when conflict occurred (Watson and Hoffman). These two statistics alone reveal the cost of conflict to organizations in loss of personnel, productivity, and overall effectiveness.
How do organizations begin to address these costs? The answer can be found in designing a dispute resolution system. A well-designed system prevents, identifies and resolves conflict. It is comprehensive and provides earlier resolution of issues. It provides employees with multiple options and access points for conflict resolution.
There are seven steps to the design process as outlined by Mares-Dixon & Associates as follows:
Step I: Provide a proposal that defines the scope of work.
Step II: Form the design team and develop the plan.
Step III: Conduct a situational analysis and develop a diagnosis.
Step IV: Redesign an existing system or design a new system.
Step V: Develop support for the new system.
Step VI: Implement the new system.
Step VII: Operate and Evaluate the new system.
Although designing a dispute resolution system requires a commitment of time, energy and money it is well worth the long term benefits. The system empowers employees to resolve conflict on their own, and provides additional support and alternatives when they cannot.
Dr. Tony Picchioni, the Director of the Dispute Resolution Program at SMU once said, "Peace is not the absence of conflict. It is managed conflict. How well is your organization managing its conflict right now?
Friday, March 30, 2012
Friday, March 23, 2012
What Do You Value???
This week I had the opportunity to work with a client on developing the organizational values. It was an amazing experience to facilitate and watch a diverse group of individuals come together, and in a very short time identify and define their top values.
In the book by James Collins and Jerry I. Porras, Built to Last; Successful Habits of Visionary Companies , the authors stress the importance of developing three to six core values. Core values are defined as "the organization's essential and enduring tenets-a small set of general guiding principles; not to be confused with specific cultural or operating practices; not to be compromised for financial gain or short-term expediency (Collins and Porras)".
Research has revealed when a congruence exists between individual and organizational values there is a significant payoff for leaders as follows (Kouzes and Posner):
-Their revenue grew more than four times faster.
-Their rate of job creation was seven times higher.
-Their stock prices grew twelve times faster
-Their profit performance was 750% higher.
It is evident that clearly articulating values is critical to an organization's success. However, there is more to identifying and defining values. The organization must also communicate and live those values on a consistent and ongoing basis. Ultimately, every decision is measured against those very values.
In closing, Visionary Company's do not ask, "What should we value?" But instead, "What do we actually value deep down to our toes (Collins and Porras)?"
What does your organization value deep down to its toes?
In the book by James Collins and Jerry I. Porras, Built to Last; Successful Habits of Visionary Companies , the authors stress the importance of developing three to six core values. Core values are defined as "the organization's essential and enduring tenets-a small set of general guiding principles; not to be confused with specific cultural or operating practices; not to be compromised for financial gain or short-term expediency (Collins and Porras)".
Research has revealed when a congruence exists between individual and organizational values there is a significant payoff for leaders as follows (Kouzes and Posner):
-Their revenue grew more than four times faster.
-Their rate of job creation was seven times higher.
-Their stock prices grew twelve times faster
-Their profit performance was 750% higher.
It is evident that clearly articulating values is critical to an organization's success. However, there is more to identifying and defining values. The organization must also communicate and live those values on a consistent and ongoing basis. Ultimately, every decision is measured against those very values.
In closing, Visionary Company's do not ask, "What should we value?" But instead, "What do we actually value deep down to our toes (Collins and Porras)?"
What does your organization value deep down to its toes?
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