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.