BUSINESS AND LEADERSHIP
Defining Moments of Conflict in The Workplace
A discussion on how conflict is anchored in character and discipline
We all find ourselves in conflict from time to time. Torn between right and wrong. Business gurus label these incidents as “defining moments”. Yet, no matter what we choose, we often feel like we’ve fallen short. Unless of course, we anchor ourselves with two attributes:
- Character, and
- Discipline
The definition of “Character” according to the Oxford English Dictionary is:
“The mental and moral qualities distinctive to an individual.”
And “Discipline” is defined as the ability to:
“Train oneself to do something in a controlled and habitual way.”
So what does this look like in the business world? This article aims to explore the dimensions of conflict in organizations.
Leadership
There are many ways that leaders and managers can respond when conflict arises, some examples are:
- They work on impulse and go with their gut feeling
- They trust their character and disciplined approach
- They talk it over with colleagues, friends, or family
- Some may reflect: “what would my mentor do?”
Through our decisions, we reveal the basis of our character. What’s important here is that our responses are reinforced over time, moulding our being.
So choose wisely.
These are the root of “defining moments” referred to above. Moments that force us to strike a balance between our heart, our values and our ideals.
“Character is forged at those defining moments when a manager must choose between right and right.” (Badaracco, 1998)
Defining moments are not merely intellectual challenges, rather, they’re opportunities for inspired action and personal growth.
With that in mind, let’s explore personal and group moments.
Who am I (Personal Self)?
- Individual Defining Moments — Demand that leaders resolve urgent personal issues that have serious implications on their careers.
- Conflicting Feeling — When leaders or individuals need to take a step back and look at conflict from both sides, asking what feeling and intuitions are in conflict with this situation?
- Deep-rooted Values — Coming to terms with our conflicting feelings, raises those feelings on a personal level, the deep-rooted values tied to our beliefs — social, cultural and spiritual beliefs — all of which factor in or decision-making during conflict dilemmas.
- Shrewdness and Expediency — Our values, ideals should be untempered by realism meaning. Our mental and emotional processes are not the only factors that we should draw upon when making decisions. Leaders must combine powers of judgement and carry out with expediency.
The question is ‘What combination of shrewdness and expediency, coupled with imagination and boldness, will help me implement my personal understanding of what is right’?
Who Are We (Team or Group)?
Defining moments in workgroups can manifest through conflicts between two opposing beliefs. In this situation, leaders bring a vital dimension to the table — core values.
Point of View
It’s a mistake to believe that an entire team views a given situation through the same lens. This flawed way of thinking rarely succeeds in bringing people together to accomplish a common goal.
Differences in background, religion, education, life experiences, and ethnicity can feed this challenge.
Some parties may view a situation similarly, but an entire group of people is a different animal altogether.
Influencing Behaviour
Identifying competing perspectives is only part of the battle. Leaders must take a hard look at the organization in which they work and make a realistic assessment of whose interpretation will win out in the end.
Numerous factors can determine what interpretation prevails— company culture, group norms, corporate goals and policy.
Political jockeying is the silent battleground in an organization. If left unchecked it can become toxic.
As such, it is the role of the leader to influence, deploying ethical persuasion to keep political jockeying on a leash.
Anticipate
Planning ahead is the cornerstone of leadership. As such, leaders must learn to anticipate problems before they blow up into a crisis.
This holds true for defining moments in a group.
Effective leaders engineer conditions aligned with successful resolutions in advance, guiding defining moments long before they present. For example. Leaders can create conditions so that communal interpretation prevails by asking questions of themselves:
- Have I orchestrated a process that will result in the ideal interpretation?
- Do I have the right people on my team?
Playing To Win
Defining moments can pivot around what’s at stake for all parties. A problem is magnified when individuals put their own interests first.
In this setting, neither the best intentions nor the best-designed process will get the job done.
Leaders must be prepared to roll up their sleeves and jump into organizational affray, applying appropriate tactics that are consistent with their vision core values. Leaders must ask if followers are:
- Playing along? or
- Playing to win?
Defining Moments for Executives
Leaders charged with running companies face a complexity of defining moments. Such moments require a thoughtful blend of mental and emotional processes displayed through calculated actions.
Such moments manifest from market conditions, labour relations, media, shareholder or stakeholders demands.
Personal and Organisation Strength
Defining moments in an organisation can result in meetings, negotiations, or in some situations, appointing external consultants or lawyers.
These steps can be helpful, yet impotent unless the leader in a position of power, authenticity carved out by cultivating respect and trust.
From a position of strength, leaders can leverage off their vision, bringing the communal purpose into the equation, aligning others in the process.
The Role of Organisation in Society
This part of decision making in a company must be steeped in transparency. Leaders are asked to reveal themselves and their peers with corporate citizenship in mind, asking:
Have I thought creatively, imaginatively about my organization’s role?
This requires leaders to forge a plan of action and ownership that functions on three levels — the individual, the workgroup, and society at large.
Vision in Reality
Leaders and top-level executives must carefully assess their opponents and allies in the work environment, asking:
- What allies do I have inside and outside my company?
- Which parties will resist my efforts?
- Have I underestimated their power and tactical skill?
- Have I overestimated their ethical commitment?
- Whom will I alienate with my decision?
- Which parties will retaliate and how?
Remember, successful conflict mediation is anchored in character and discipline.
Final Thoughts
Personal understanding of ‘the right thing to do’ in a given situation depends on each individual.
To conclude, I’ll leave you with three thoughts, crucial elements that influence defining moments at work:
- Balancing personal values and the realities of the business world is something we all contend with and therefore must manage
- Adapting realities underpins a fair yet competitive work environment where everyone can flourish
- Connecting your personal values with that of an organization is the key to a “cultural fit”
If you’re unable to connect with a group or organisation, then it’s highly likely that you’re in the wrong company or the wrong industry.
A defining moment!
Those with healthy character and discipline are fearless when they realise that they must move on. Being loyal to your value system is self-respect.
