Fools Rush In
In a rush to get something done? Don’t be a fool and overlook important facts and details. Providing specific information that people can verify builds trust and credibility. Fail to do so and you can be flirting with conflict.
Consider this situation: An email is sent at 5:00 p.m. on a Friday advising the organization, without details or facts, of a proposed policy change and soliciting feedback by the following Monday. It does not explain the reason for the change. The only information is the attached copies of the new and old policies.
What followed was an outpouring of negative reaction from the organization’s members who were not only infuriated over the proposed changes, but the way it was communicated and the timeline for feedback. The tussle that occurred in the aftermath was made worse by the leader’s failure to accept criticism and their harsh reaction to it.
April is Workplace Conflict Awareness Month, and our focus is usually on how to resolve disputes and increase productivity. However, this situation provides an opportunity to discuss how to avoid organizational conflict.
In chapter one of The Essential Workplace Conflict Handbook, we talk about change. Many organizations lead change with policy and frequently meet much resistance. To avoid this, leaders must have a clear understanding of and explain the root cause of the problem the policy is trying to address. They must anticipate resistance. Only then can they work on developing readiness and support, so the policy can be effectively implemented.
What went wrong? Leadership did not adequately communicate the reason for the change—the problem it was meant to address—then failed to acknowledge or recognize their lack of communication. They failed to anticipate resistance and accept criticism. They failed to inspire a dialogue to craft a better solution. In addition, they didn’t own their mistake, nor did they accept accountability for their actions. As a result, it changed the relationship, eroded trust, and had a negative impact on the organization’s culture.
Resistance. Resisting change is futile because change is everywhere and it brings increasing chances for conflict. As Patrick Lencioni wrote about team members in The Advantage, “…and when they’re willing to acknowledge when someone else’s idea is better than theirs, the fear of conflict and the discomfort it entails is greatly diminished. When there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the best possible answer. Conflict without trust, however, is… an attempt to manipulate others…in order to win an argument regardless of the truth.”
Criticism. “Criticism is here to stay,” wrote Mike Kimmel in his book 50 Secrets Nobody Tells You in Hollywood. “Get used to it. Make peace with it. Do whatever…to thicken up your skin.” Accept criticism graciously and use the helpful criticism to improve yourself and the situation.
Essential tips for leaders for when change occurs:
Explain the what and the why of the change with specific information
Provide adequate time for people to process the change
Listen actively to what’s being said about the change
Respect people’s fears and concerns about the change
Overcommunicate
Don’t overlook the rumor mill and use it to spread accurate information
You can learn more about conflict and change from The Essential Workplace Conflict Handbook. Remember, conflict can be a positive force in any organization provided it’s embraced and not avoided, managed and not ignored. But don’t be foolish in the process.