Five Steps to Reaping the Most Out of Organizational Conflict (Pt 1)

A few days ago, I wrote about the benefits of organizational tension.  I proposed that our best leadership move is not to avoid the conflict or tension, or even resolve it, but instead to thrive in the midst of it.  I’ve had a lot of good feedback and interest in that proposition, with great questions about how to harvest all the potential benefits.  So, I’m feeling led by God to really flesh this out.  I’m spending all week fleshing out the five steps to harvesting the most out of organizational tension.  This will work in any organization, and is certainly not limited to churches.  As you read this, I want to encourage you to do two things:  1.  Think of an area of conflict or tension in your current environment; and 2.  Think of one other person you’d like to teach whatever you learn this week.

OK, being a big fan of starting at the beginning, let’s tackle step one today:

1.  Take the Lead

Let’s face it, none of us like conflict and tension.  (and those who like it aren’t usually the ones you want leading…)  But if there are so many great opportunities hidden in that conflict, it’s going to take a good leader to dig it out.  Maybe that’s you.  Here are four great questions that can help you identify if you’re the right person to take point.

• Can you clearly identify the issues? You need to have a pretty good idea what’s going on, not only from your perspective, but also from others who are involved or impacted.  This is not easy and it takes intentionality, an open mind and the willingness to do more listening than talking.  If you’ve got an insightful bead on a really important issue, you might be the right leader.
• Is this need worth your time and energy? We all have plenty to do, and rarely are any of us looking for more to do.  We must count the costs and see if this is worth investing our time and energy.  If you just can’t get it out of your head and your heart longs to solve this problem, you might be the right leader.
• Do you have or can you gain the necessary organizational influence? If complex problems could be solved without consensus, they’d likely already be solved.  Your relationships with others in your team are either going to open or close the doors of communication that will be necessary.  If you’ve got strong relationships with the stakeholders built upon trust and mutual trust, you might be the right leader.
• Do you have the discipline to see this through to resolution? Many people might want to lead, but desire does not equate to discipline.  It’s going to take hard work and perseverance to see it through.  If you have a track record of being able to assemble the right people, gain consensus upon a set of guiding principles, manage a successful implementation of the agreed upon solution, and help the team celebrate the win, you might be the right leader.

Tomorrow I’ll tackle step two:  Assemble the Right People.