The Corrosive Effect of Unresolved Conflict

The paradox of organizational conflict is that it can be both obvious and elusive. Members know it exists, they find it frustrating and inhibiting to their work. It negatively impacts their sense of workplace satisfaction and engagement, yet it remains unresolved.

They talk about it, mostly one on one or in small groups; but rarely in a setting where real resolution can be achieved. And while these are usually categorized as “internal issues,” the effect on customers can be dramatic (and not in a good way).

During a recent strategy session, the senior leadership team was challenged by a rapid and unforeseen change in the requirements of a significant client. The issue (and the conflict) centered around whether they could deliver on these new demands without incurring additional overhead and investment. Hard lines were being drawn between and among operations (already stretched thin), sales (this is, after all a key account), finance (operating expenses are already stretching the budget) and ownership trying to consider the impact of addition, unplanned Cap-X investment. A circular discussion was about to ensue when a time-out was called.

The team was reminded of the basics. What is it we are all here to do (purpose), how will we go about it (ground rules) and what do our corporate values say about the way we will operate? While the magnitude of the challenge remained, what changed was the way the team would come at this.

Operating teams face similar tests. A performance improvement team was wrestling with a vexing problem with a complex job. Something went very wrong and the team was tasked with finding out the cause and finding a solution. Defenses went up and vailed accusations were tossed around. Confidence in the process and trust between team members was sorely lacking. Intervention similar to the “basics” used with the senior team got matters back on track. One team member put it best: “We can’t serve the customer unless we serve each other.” And we will find it hard to serve each other if we don’t trust each other.

Surfacing and constructively resolving conflict requires skills, commitment, courage, and a willingness to deal with some short-term discomfort to get to a better place. A skillful facilitator can be invaluable in sorting things out and in demonstrating and teaching a useful process. Confidence in the process, trust in the people and the patience to see it through.

For more information on gaining alignment and trust in your team, contact me at joe@ajstrategy.com