Conflict resolution
A tailor-made approach for your organization
Would you like me to facilitate a conflict resolution process in your team, department or organization?
We start by exploring what is going on, we discuss your concerns and what needs to change. On the basis of that conversation I propose a specific approach for your organization.
Do you recognize these situations in your organization?
And most of all: how would you like to respond?
Manifestations of ‘conflict’ on the work floor
THE ‘NORMAL’ TENSION IN COLLABORATION
There is always tension in collaboration.
Tension is energy, vitality and – when managed in a good way – creates dynamics that lead to change and growth.
Maybe you want to make better use of the diversity and potential in your team or organization.
Or maybe you are a little cautious or worriedwhen you notice the following phenomena:
- We want to become a self-steering organization, but it doesn’t really work and there is resistance
- Despite the individual qualities of people, the collaboration as a team doesn’t work out as you hoped
- Diversity is not really an added value, but rather it’s a ‘problem’
- Organisational change results in negativityand people don’t go along
TENSION AND STUCKNESS IN COLLABORATION
Open disputes confront you with visible tensions.
And sometimes you feel there is hidden discontent and frustrations below the surface…
The following situations often occur:
- During meetings people are silent, but at the coffee machine the talking starts
- The atmosphere is heavy, but people behave politely
- People don’t speak up and spare one another to keep the peace, but the tension is growing
- The same heated discussions happen over and over again and people get irritated
- Managers are constantly fighting fires and in the long run it doesn’t really change anything
DESTRUCTIVE CONFLICTS AND ORGANIZATIONAL TRAUMA
Escalated situations often turn into painful conflicts.
The situation is stuck and people make each other’s lives miserable.
Today we talk about “organizational trauma” in a attempt to understand the chaotic, heavy and painful dynamics.
Maybe you recognize this:
- The conflict spreads out like a fire and people get sucked into the negative conflict dynamics
- Some people are a victim of mobbing or exclusion in a subtle or not so subtle way
- Problems do not get resolved, despite all the efforts, and they result in a toxic atmosphere
- Conflicts seem repetitive and people start to lose hope that things can change
- The numbers of absenteeism, burn-out, and staff turn-over are alarmingly high
- People talk about ‘historic conflicts’ that result in heaviness and a lack of safety
A 2 step approach to sustainable conflict resolution
short-term – defuse the conflict and create space for a constructive dialogue
By addressing the conflict, we stop further escalation.
It is important to slow down and space and take the time that are needed to turn around a negative spiral of escalation.
First of all, we engage in a dialogue to clarify misunderstandings, increase mutual understanding, and clear the air.
By doing so, people increase safety and trust, step by step.
These conversations infuse new oxygen in the collaboration and bring movement in what was stuck.
The situation calms down and the stress of collaboration is reduced. The toxic atmosphere clears up, the collaborative climate improves and well-being increases.
As a result, people can focus on their work again and use their energy in a productive way.
New, specific agreements form the basis for more effective collaboration in the future.
long-term – conflict resolution compentencies for the future
At the same time, we invest in the development of insights, skills and the attitude of the people involved in the conflict. We go beyond the ‘quick fix’ approach.
Developing ‘conflict literacy’ in individual employees, managers, teams and the organization, is the best guarantee for real and more sustainable change in dealing with frustrations, disagreement and tensions in the future.
An open and productive team or organizational climate embraces differences, critical voices and challenging discussions, without feeling threatened.
When differences are welcomed – instead of being a ‘problem to solve’ – we no longer lose energy in fighting over who is right, or other energy-consuming behaviour and defensive strategies (e.g. us & them, blaming, polarization, scapegoating).
This is the best guarantee that future conflicts will not escalate or get out of control.
interventions for conflict resolution – some options
A conflict resolution process can be a combination of different interventions. Here are a few examples.
- A healing circle for groups and teams
- A conflict coaching process in a team or department
- A ‘conflict alchemy’ session with Generative Scribing specifically for boards of directors who want to address their own differences and be a living example for the organizations
- Workshops (e.g. ‘Constructive fighting’)
- Coaching managers to address difficult topics and to develop an open and productive climate in their teams
- Mediation (not a ‘formal’ mediation with a protocol!)
- Expert advice for HR managers, boards of directors and management teams
Most interventions can also be offered online!
“Getting people to differentiate themselves – to heighten their awareness of their differences – holds the key to integrated problem solving and decision making. (…)
Systems develop as they recognize and integrate differences. (…)
To integrate you must first differentiate.”