Two top-level managers are at odds in your organization. How will you navigate this conflict effectively?

Acknowledging conflict between senior stakeholders is crucial. Facilitating an open dialogue helps promote a culture where it's acceptable to agree to disagree. Focus on the common vision and goals of the organization, guiding them to align their perspectives with these shared objectives. This approach fosters collaboration and ensures that differences are resolved constructively, ultimately benefiting the entire organization.

"Conflict is inevitable, but combat is optional." (Dr. John Maxwell) 'Conflict' is an unavoidable byproduct of complicated organizational dynamics. Overlooking or suppressing stiffness concerning top-level managers is akin to burying a ticking time bomb. The initial step towards resolution lies in acknowledging the presence of disagreement. This expects designing a emotionally safe environment where both parties feel understood and validated. Employ ‘active listening’ techniques, such as ‘mirroring’ and ‘paraphrasing’, to demonstrate ‘empathy and understanding’. Recommending a book titled "Crucial Conversations: Tools for Talking When Stakes Are High" by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler.

First of all, it is important to clarify how much of the conflict is rooted in the facts and content and how much is rooted in the personalities of the conflict partners. To deal with the factual part of the conflict, the facts must be put on the table and evaluated together. To achieve this, it will often be necessary to first turn to the personal level. There, it will be necessary to look at the respective learning and family histories of the opponents, so that both can better understand and assess their own behaviour and that of the opponent.

Effective conflict resolution hinges on the establishment of open and honest dialogue. As Marshall Goldsmith emphasizes, "Feedback and conflict resolution are essential for growth." It requires establishing a ‘structured platform’ for both managers to express their perspectives without any interruption. Implement the assumptions of "joint problem-solving" to shift the focus from ‘adversarial positions’ to a ‘collaborative’ search for solutions. Additional References: YouTube: Marshall Goldsmith's YouTube video on "Feedback and Conflict Resolution" Article: "The Power of Dialogue" from Harvard Business Review #dialogue #conflict #feedback #resolve #coaching

Start by arranging a private meeting with both managers to create a neutral and safe space for discussion. Encourage each manager to express their perspectives and concerns without interruption, ensuring they feel heard and understood. Use active listening techniques to acknowledge their points and validate their feelings. Facilitate the conversation by asking open-ended questions that promote understanding and collaboration, such as "What are the main challenges you're facing?" and "How can we find common ground?" Identify shared goals and interests that can serve as a basis for cooperation. Encourage both managers to propose potential solutions and negotiate compromises.

Gather detailed information on how their conflict affects the team, projects, and overall organizational performance. Conduct confidential interviews with key stakeholders and team members to understand the breadth and depth of the impact. Evaluate metrics such as productivity levels, employee morale, and project timelines to quantify the effects of the conflict. Analyze any disruptions to decision-making processes and identify areas where collaboration has broken down. Use this assessment to pinpoint the most critical issues that need addressing.

Begin by creating a structured conflict resolution plan with specific, actionable steps. Facilitate a mediation session where both managers can openly discuss their viewpoints and work towards understanding each other's perspectives. Establish clear communication guidelines to ensure respectful and productive discussions. Identify common goals and interests that both managers can align with, fostering a shared purpose. Implement team-building activities that encourage collaboration and trust. Set up regular follow-up meetings to monitor progress and address any ongoing issues. Provide coaching and training on conflict resolution and practical communication skills.

As Alexis Fedor points out, "Conflict is not the problem; it's the way we handle it that matters." Crafting strategies for “effective conflict resolution” require deep understanding of causing disputes. Devote a combination of diagnostic tools i.e. personality assessments and conflict style inventories, to identify the root-causes. Based on these insights, develop tailored action plans focusing on both ‘short-term conflict management’ and ‘long-term relationship building’. Recommended Reading: "Emotional Intelligence 2.0" by Travis Bradberry and Jean Greaves

According to Vince Del Monte, "Leadership is about influence, not authority." Successful conflict resolution requires an organised implementation process. Establish transparent roles and responsibilities, set credible timelines, and develop a powerful communication plan. Leverage the power of coaching to support both managers in embracing new behaviours and mindsets. Try to realize them the concept of Lao Tzu which states that “The journey of a thousand miles begins with a single step.”

Begin by ensuring that the agreed-upon strategies and action plans are communicated to managers and relevant stakeholders. Assign specific responsibilities and timelines to each action item to ensure accountability. Facilitate regular check-ins and progress meetings to monitor the implementation of solutions and address any emerging issues promptly. These sessions provide support and guidance, reinforcing positive behaviors and collaboration. Offer additional resources such as conflict resolution workshops or coaching sessions to help the managers develop their skills further. Track the implemented solutions' impact through team members' feedback and performance metrics.

Continuous monitoring is an essential to evaluate the effectiveness of the resolution strategies. Deploy Key Performance Indicators (KPIs) to track transformations in Team Dynamics, Productivity, and overall organizational culture. "Progress is not linear, but it is essential." (Allison Dunn) Regularly scheduled check-ins with both managers can provide valuable insights into the ongoing process.

“Conflict Resolution” is a multifaceted process that involves a holistic approach. Consider incorporating additional elements such as mediation, arbitration, or organizational culture transformation. It is always recommended that “Prevention” or “Avoidance” is a key of a healthy environment, so it is highly recommended to invest in trainings on “Conflict Management” and “Emotional Intelligence” for all employees to build a more resilient organizational culture. A must reading for every professional is "The 7 Habits of Highly Effective People" by Stephen Covey. #executivecoach #coach #disputeresolution #organization #chrmp #icf