Using Conflict as a Catalyst for Change

Changes in any organization will lead to conflict.  Those who lead the groups normally attempt to suppress conflict but research shows that successfully leading change requires actively using conflict as a catalyst for change.  Here are the steps required to harness conflict and use it as a useful tool:

Build a container to hold the group together
Our advice to those beginning the work of deep organizational transformation is to build a safe structure to hold the group together through the high-pressure days and weeks ahead. We suggest that leaders think of this structure as a container, with thick walls to keep heated conversations from spilling outside and protect the group from external threat.

Leverage dissident voices
Sometimes dissidents have acutely valuable ideas. Finding dissidents and shining a light on them is a key part of the culture-change strategy.  If there is a highly centralized decision making party, the organization will no longer be innovating.  This will certainly create conflict but it is healthy conflict as it encourages many new voices to be heard.  

Give the work back 

With large organizations, it is nearly impossible for managers to resolve every conflict that arises.  A very useful, yet somewhat risky way, is to encourage employees to have a set date and time every few weeks to voice their concerns.  To have a chance to hear others and to be heard clears all the confusion and lays down the root problems bare.  When complaints and concerns are out in the open, they become opportunities for learning and growth.

Raise the heat

Those who lead others are normally expected to keep calm, not to raise the heat on their own people.  But sometimes heat is exactly what's required to uncover a conflict, that if not addressed, will compromise the organizations performance. 

How to Build Teamwork and Minimize Conflict

How to build teamwork and cooperation.

Teamwork and co-operation are essential in an organization which aims to be effective and efficient, and not likely to be divided by conflicting factions. The best teamwork usually comes from having a shared vision or goal, so that leaders and members are all committed to the same objectives and understand their roles in achieving those objectives. Important behaviors in achieving teamwork and minimizing potential conflict include a commitment by team members to:

• share information by keeping people in the group up-to-date with current issues
• express positive expectations about each other
• empower each other - publicly crediting colleagues who have performed well and encouraging each other to achieve results
• team-build - by promoting good morale and protecting the group's reputation with outsiders
• resolve potential conflict - by bringing differences of opinion into the open and facilitating resolution of conflicts

Negotiation, Mediation & Arbritation

Three methods of resolving situations that have reached the stage of open conflict are often used by many different organizations. It is important to understand these methods, so that people can decide which methods will work best for them in their specific conflict situation:

• Negotiation: this is the process where mandated representatives of groups in a conflict situation meet together in order to resolve their differences and to reach agreement. It is a deliberate process, conducted by representatives of groups, designed to reconcile differences and to reach agreements by consensus. The outcome is often dependent on the power relationship between the groups. Negotiations often involve compromise - one group may win one of their demands and give in on another. In workplaces Unions and management representative usually sue negotiations to solve conflicts. Political and community groups also often use this method.
• Mediation: when negotiations fail or get stuck, parties often call in and independent mediator. This person or group will try to facilitate settlement of the conflict. The mediator plays an active part in the process, advises both or all groups, acts as intermediary and suggests possible solutions. In contrast to arbitration (see below) mediators act only in an advisory capacity - they have no decision-making powers and cannot impose a settlement on the conflicting parties. Skilled mediators are able to gain trust and confidence from the conflicting groups or individuals.
• Arbitration: means the appointment of an independent person to act as an adjudicator (or judge) in a dispute, to decide on the terms of a settlement. Both parties in a conflict have to agree about who the arbitrator should be, and that the decision of the arbitrator will be binding on them all. Arbitration differs from mediation and negotiation in that it does not promote the continuation of collective bargaining: the arbitrator listens to and investigates the demands and counter-demands and takes over the role of decision-maker. People or organizations can agree on having either a single arbitrator or a panel of arbitrators whom they respect and whose decision they will accept as final, in order to resolve the conflict.

Substantive vs Affective

Substantive conflict deals with disagreements among group members about the content of the tasks being performed or the performance itself.  This type of conflict occurs when two or more social entities disagree on the recognition and solution to a task problem, including differences in viewpoits, ideas and opinions.

Affective conflict deals with interpersonal relationships or incompatibilities.  It is generated from emotions and frustration, and has a detrimental impact on group or organizational outcomes.  Relationship conflict interferes with task related effort because members focus on reducing threats, increasing power and attempting to build cohesion rather than working on tasks.  The conflict causes members to be negative, irritable, suspicious and resentful.

Thus, substantive conflicts occur when group members argue over alternatives related to the group's task, whereas affective conflicts result over interpersonal clashes not directly related to achieving the group's function. 

Both substantive and affective conflicts are negatively related to team member satisfaction.  Additionally, substantive and affective conflicts are negatively related to team performance.  It is important to note that 20% of the studies used showed a positive correlation between substantive conflict and task performance.  These relationships show the severe negative impact that conflict can have on groups, and illustrate the importance of conflict management.

A Few Steps to Manage Conflict

The first step is reactionary by assessing and reacting to a conflict.  Supervisors/managers need to react to the conflict by finding a means to have both the needs of the organization and employee satisfied (within reasonable limits).  Once the issue has been taken care of, the manager needs to decide whether this is a single case conflict or one that should be written as policy.  Here are a few steps to manage conflict in a professional and proactive manner.

Anticipate -- take time to obtain information that can lead to conflict

Prevent -- develop strategies before the conflict occurs

Identify -- if it is interpersonal or procedural, move to quickly to manage it

Manage -- remember that conflict is emotional

Resolve -- react, without blame, and you will learn through dialogue

Conflict Management vs Conflict Resolution

It is important to distinguish the differences between managing conflict and resolving it.  Supervisors and managers spend over a quarter of their time dealing with conflict.  It is crucial to know when to simply control the issue and when to step in and terminate it.  As the name would suggest, conflict resolution involves the reduction, elimination, or termination of all forms and types of conflict.  When people speak of conflict resolution they normally use terms like negotiation, bargaining and mediation.

Conflict management, however, does not necessarily imply conflict resolution.  Conflict management involves designing effective strategies to minimize the effects of conflict and improving the overall environment to raise learning and effectiveness.  The better practices put into to place to control conflict, the better the productivity. This is especially true for companies and organizations as they do not have time to "solve" every issue that may arise.  It is better to prevent future conflict than to have to deal with each issue individually.

Emmotional Intelligence

Emotional Intelligence (EI) is an intellect that is used to measure the level of competence in personal and interpersonal skills.  This intelligence governs the following areas to help us in our relationships:

•  Emotional Self-Awareness

  Understanding your own feelings.

•  Emotional Self- Regulation

  Ability to control your feelings.

•  Emotional Self-Motivation

  Ability to convert feelings into actions required for a   situation.

•  Empathy

  Ability to understand feelings of other people.

•  Managing Relationships

  Ability to cooperate with others, care for and   understand others, and appreciate differences.