In a recent program on conflict resolution for the marketing department of a health care company, I asked the following.
1. Can you describe the conflicts that occur most often?
2. What could be possible reasons for these disagreements?
3. How these conflicts are usually resolved? Or they keep coming back?
Conflict is Like an Iceberg
I use the idea of an iceberg to help people think about conflict in a positive, problem-solving way rather than what generally happens â finger pointing and blaming.
Above the water line are the âSymptomsâ â for example: Forgetting, chronic lateness, dragging oneâs feet, not paying attention, avoiding or ignoring requests, rolling eyes, whispering, put-downs, etc.
Below the water line are the âReal Causesâ â here are the most common:
1. Perceptual Differences: Seeing things differently.
Itâs when people view the same event and have different impressions. For example, in a crime TV drama witnesses to a robbery say, âIt was a tall guy with glasses; no it was short with a baseball cap. âNot everyone sees the same situation the same way.
2. Procedural Differences: Having different ways of doing thing.
How do you start a crossword puzzle? From number 1 and go systematically? Or start anywhere you can and work from there? Which is the right way? For many, theyâve been told this is the way to do it. But is it really the most effective way?
3. Goals Differences: Disagreeing about whatâs importance.
This happens frequently between different functional groups. In many companies, sales and marketing is driven by quotas â getting more customers; production by quality â making sure it meets specific standards. The conflict arises when one group has priorities that donât coincide with the other.
4. Role Based Differences: Disagreeing about responsibility and accountability.
Who does what? Itâs your job; not itâs yours; I make the decision; no I do. This happens a lot along line vs. staff authority; or corporate vs. business units.
5. Personality Differences: Behaving and communicating in different ways.
Someone is a quick, shoot for the hip decision maker and the other is slower, more methodical. Or someone is task focused, and wants you to get to the point fast and the other is chatty before getting down to business.
So what was causing the most conflict for this marketing group?
It was role based differences. There was lack of clarity as to whoâs accountable for monitoring deadlines as well as who has final authority on marketing collateral and a whole range of other issues.
What was the solution?
There were several suggestions: Take responsibility to ask questions and verify clientâs expectations; use less email for communication with other functional groups and more personal interaction; and get clarification and support from management as to the departmentâs responsibilities and authority.
Smart Moves Tip:
Conflict is inherent in our differences—in peopleâs differing backgrounds, perspectives, values, needs, goals, expectations, etc. Conflict by itself is neither good nor bad. Itâs the way we manage conflict that produces constructive or destructive results. What are the main conflicts in your organization, department or team?
Marcia Zidle, the smart moves executive coach and speaker, is host of The Business Edge on the Voice America Business Network. The show features the Smart Growth System providing small to medium sized businesses the proper foundation for expansion: a Growth Agenda that becomes their roadmap, a Growth Engine that attracts and engages the best talent and Growth Leaders that make it happen. Marcia, the CEO of Leaders At All Levels, brings street smarts to help businesses get on the right track and not get sidetracked on their path to higher performance and profitability.
