The Benefit of Conflict Resolution

We all know that unresolved conflict costs organizations an astronomical amount of money every year in lost productivity, time, wages and poor working relationships.  If that is the case, what prevents organizations from investing the money to resolve it? 

Mediation is powerful (I prefer to call it facilitating conversations as it doesn't have all the legal implications).  I recently facilitated a conversation with employees that had long term, ongoing conflict. It was amazing to see how the individuals worked through the conflicts and were able to resolve some longstanding issues.  Today I am going to provide a short course on how to mediate or facilitate conflict.

It begins with individual interviews to set the tone.  In addition to establishing operating principles, there is a discussion of power plays and walk-aways (MTI).  Each individual is interviewed to determine her/his perspective, commitment to resolving the issues and potential solutions for doing that.  Most often in long term conflict, the issues are multi-faceted.  It is imperative the parties understand the facilitator role is not to resolve their issues, but rather to keep the conversation going until they do. 

With the interviews complete it is time to bring both parties together.  An initial three hour session with more time alloted as needed seems to work well.   The following process developed by Judy Mares of Mares-Dixon Associates provides the necessary structure for the conversation:

• Share views and concerns
• Summarize views and concerns (facilitator does this)
• Develop an agenda of issues
• Explore issues in depth
• Generate options for resolving issues
• Evaluate options 
• Reach Agreement
• Follow Up

A "Memorandum of Understanding" is created once agreement has been reached.  It specifically states the behavioral changes that each party will make to improve the relationship going forward.  The document must also address how conflict will be resolved when it occurs again (and it will).

The final step to ensure success is follow up.  Select a time in the very near future to meet with the parties and review the "Memorandum of Understanding".  This is critical to ongoing success.

It takes planning, preparation and practice to facilitate those conflict conversations.  However, with the appropriate process and belief it will work the results are astounding!

How do you mediate/facilitate conflict in your organization?

Book Review: Steve Jobs Biography

I recently read Steve Jobs' Biography by Walter Isaacson.  Since I have not followed his career, it was an eye opening view into his life.  The book is well researched and gives a well rounded look at this extraordinary man.

Steve ranged from tyrannical, dictatorial and mean to a man who was brilliant, visionary and brought ideas to fruition.  He had the uncanny ability to bring the right people together to get the job done.  It chronicled his early days with Steve Wozniak and the creation of Apple to his battle with pancreatic cancer in the end.

Throughout the book they talk about Steve's reality distortion field.  Bud Tribble at Apple coined this phrase, originally from Star Trek, in 1981 to describe him.  Steve had the ability to convince himself and others around him to believe almost anything.  Often, he created a seemingly impossible deadline for his employees to complete a project.  To their chagrin, the project often was completed on time. 

Although brilliant, he carried his own emotional baggage.  He was adopted at birth and upon realizing the implications of this a little later in life he had abandonment issues.  I highly recommend reading this book.  It was a fascinating biography into a fascinating man!