Yesterday I had a meeting with a friend who was concerned that his sales department was in conflict with other departments in the business. Marketing, accounts and It were all finding the attitude of the sales team problematical and verging on the bullying.
“The sales team has had so much money and resource pumped into them” complained my friend who was at a loss to understand or accept that they needed more or how this had resulted in conflict between the sales team, accounts, marketing and IT!

Over extended limb
This situation is not unusual where a specific part of a business becomes an “over extended limb” and eats up more money, resource and focus than the rest of the company. Exactly the same thing happens in counties that allow one industry or faction to become dominant. (Think of banking in the UK which has become such a dominant part the country’s GDP that it’s seen as too powerful, too demanding and increasingly unpopular).

Essential to the well being of the business
Having an over extended limb in an organisation will inevitably result in conflict. This is because as one part of the business is starved of funds it will blame the other for squandering resources. The over extended limb will justify it’s existence as being “essential to the well being of the business” and will blame other parts of the business for “lack of support”, “failing to understand the realities of the situation” and changes to the status-quo  will “harm the business”.

Results in casualties
The results of such infighting is that it distracts attention onto the mission critical results the business needs. Turning around this conflict takes time and in my experience always results in casualties where good talent leaves the business.

The way to avoid conflict is to avoid over-extended limbs

I’ve spent time working with a company where there is some conflict over strategy. Senior managers are arguing over strategy and each side writs off the others as being obnoxious and unreasonable. In reality the each side is making the other angry because people aren’t getting their way.

Right or wrong recipe
Over the past twelve years I’ve dealt with conflict within teams and between teams, conflict with subordinates and the boss so often that I know that the recipe is less a matter of right or wrong ingredients and much more likely to be a clash of styles seasoned with a pinch of insensitivity and a couple of drops of emotion.

The first thing I try to get people to understand is that conflict, in itself, is not always bad. A business where everyone agrees with the management and each other has a natural barrier created for its own potential and growth and possibly a poor culture if employees are afraid of reprisals when making challenges.

Ten keys to dealing with conflict
There are lots of systems to understanding and handling conflict such as the Drama Triangle developed by Dr Stephen Karpman in 1968 but my ten keys which I discussed with the combatants are these:

1. Listen to what’s being said. Be logical and observe body language as well the words
2. How important is this on a scale of 1-10. If it’s unimportant why argue?
3. Make efforts to understand the other persons position
4. Empathise with the other person’s argument and ask what the other person expects to happen and what the results will be for them
5. Avoid emotion
6. Clarify or set boundaries for behaviour and outcomes. This can be done by asking all parties to write down the boundaries and expectations, roles and outcomes.
7. Ask the other party to explore issues and alternatives (Use facts) and use open ended questions, “How would that…” “what would be the effect if…”
8. Don’t attack the person. Attack the issues
9. Say something positive about the person. This has the effect of often defusing emotions and says that you aren’t attacking the other’s character and that you have respect for them
10. Ask if my approach is appropriate and effective and be prepared to change tack if the conflict continues

How do you deal with conflict?