Lisa picked up the next interdepartmental envelope, flipped it over, and noticed it was from Boyd. It was marked "Confidential." Oh, not another one, she thought. Sure enough, the memo inside was another volley in the ongoing war between Boyd and Wallace. Three pages of single-spaced venom.
She knew she had to read it, but reading it seemed like such a waste of time. Mercifully, the phone rang.
She picked up without looking at the caller ID. "Morning. Lisa."
It was Wallace. "Have you seen it? This is too much. I can't believe…"
Lisa interrupted him. "I know. Don't reply. No emails, no memos. Go for a walk. I'm setting up a meeting with the two of you. I want us to get past this."
Lisa is in the midst of a battle between two of her reports, Boyd and Wallace. It's been going on for some time, but Lisa has just done two things right — she announced her intentions to make a peace, and she intervened to stop Wallace from returning fire.
What she does next can make the difference between moving on to get business done, and losing one, two, or even more employees. Here are some tips for peacekeepers.Don't let the war go on.
It will only escalate
until you have to act.
- Act now
- Don't let the war go on. It will only escalate until you have to act. Decide what to do to unwind the conflict, and do it. Hint: reassignment of one of them probably won't fix the problem.
- Declare an armistice
- If a memo war or an email war is in progress, end it immediately. Put a time-limited embargo on new emails, memos, snide remarks, and private complaints to you. This prevents the situation from getting even more complex.
- Assess your own role
- When two people are engaged in personal conflict, you might think you aren't involved, and maybe you aren't. But if you're at all close to the conflict, you're probably involved implicitly. Are they contending for your favor? Have you set them up?
- Consider a facilitator
- Consider enlisting an outside party skilled in addressing personal conflicts, especially if you think you might be playing a role. Give preference to candidates who are unknown to you and to the parties involved in the conflict. An external consultant is ideal. Don't try to do it yourself. Even your dentist goes to another dentist.
- Make the first meeting exploratory
- Don't expect to find a "solution" without first learning what's happening. You and the two participants in the struggle will certainly have different perspectives. Explore them.
When two people are in conflict, they're often proxies for others. The conflict could be a manifestation of a conflict between organizational elements, or between two or more groups, or even a conflict within someone else. Since the proxies might not be the cause, look for resolution without blame. Top Next Issue
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Conflict Management:
- Responding to Threats: III
- Workplace threats come in a variety of flavors. One class of threats is indirect. Threateners who use
the indirect threats aim to evoke fear of consequences brought about not by the threatener, but by other
parties. Indirect threats are indeed warnings, but not in the way you might think.
- A Critique of Criticism: I
- Whether we call it "criticism" or "feedback," the receiver can sometimes experience
pain, even when the giver didn't intend harm. How does this happen? What can givers of feedback do to
increase the chance that the receiver hears the giver's message without experiencing pain?
- The Power of Situational Momentum
- For many of us, the typical workday presents a series of opportunities to take action. We often approach
these situations by choosing among the expected choices. But usually there are choices that exploit
situational momentum, and they can be powerful choices indeed.
- The Myth of Difficult People
- Many books and Web sites offer advice for dealing with difficult people. There are indeed some difficult
people, but are they as numerous as these books and Web sites would have us believe? I think not.
- Impasses in Group Decision-Making: III
- In group decision-making, impasses can develop. Some are related to the substance of the issue at hand.
With some effort, we can usually resolve substantive impasses. But treating nonsubstantive impasses
in the same way doesn't work. Here's why.
See also Conflict Management for more related articles.
Forthcoming issues of Point Lookout
- Coming December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
- And on December 27: On Assigning Responsibility for Creating Trouble
- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others. Available here and by RSS on December 27.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.