Five Steps to Reaping the Most Out of Organizational Conflict (Pt 3)

Today we’re going to explore the next step in reaping the most out of organizational conflict and tension:

3.  Gain Consensus on Guiding Principles

One of the most common mistakes that I see repeated over and over is that leaders try to just rush into designing solutions without first determining the criteria by which any proposed solution would be evaluated.  This is the meat of determining what is and isn’t negotiable.  While it’s important to identify what is negotiable to the participants, it’s far more important to identify what isn’t.  That absolutely must be the starting point.  As you lead your group through gaining consensus on the principles that will guide you, consider the following four questions:

• What are our objectives? Sometimes the discussion about objectives can be the most eye-opening and fruitful times of discovery for a work group.  As everyone shares their perspective, make note of the needs and wants (there is a difference) of each person.  The needs ultimately translate into the non-negotiables for them.
• What values will be central to any solution? Every organization is different, but each and every one has values that drive what they do.  These may or may not be written down, but everybody who is part of that organization knows what they are.  As the leader of this problem-solving team, you need to know what values will be of primary importance for those involved.  For instance, The Chapel places a high value on being sensitive to seekers at our weekend services.  That will always be a filter through which we will look at decisions regarding those services.  You need to know which filters apply to your situation.
• What approaches might work? Given the agreed-upon objectives and values, some brainstorming around tactical approaches is needed.  In my experience, people either love or hate brainstorming.  This is the point where creativity and innovation are needed, so those who hate brainstorming need to either leave the room or talk themselves into just playing along for a bit.  Nothing will bring creativity crashing down faster than the person who has 20 reasons why each idea won’t work.  Quiet that person – duct tape works nicely.  After a time of brainstorming, you’re going to have to pick a path.  Your work group, which should now be operating as a cohesive team under your capable leadership, will know the best approach.
• What support will be necessary? Now that you know how you want to go about solving this problem, you need to make sure that you have the proper support.  If you’ve assembled the right team, those who need to support the chosen solution are already involved and on board.  Determine who will need to play what role.  Who is going to do what in support of the new solution?  Many great solutions fail between decision and implementation because it was assumed that everyone knew what the next steps were supposed to be.

Coming up tomorrow is step four:  Drive the Implementation