05 managing conflict in organizations and dealing with unethical choices cosimo gualano

05 managing conflict in organizations and dealing with unethical choices cosimo gualano

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  Page | 1 ManagingConflict in Organizations & Dealing with Unethical choices Identify the Conflict There is a clear tendency to identify trouble makers based on individual’s perceptions or past experience. We often relate to someone else behavior, on single characteristics that are dominants. In other circumstances we are comparing behaviors in the same group assuming that all individuals belonging to that group shall behave the same way. This is forcing individuals to adapt their behavior in that group, not necessary producing the best outcome in term of performances or motivation. It is then very important to identify the right cultural motivation in each individual before hiring them. In one past experience, I went for a job interview in a medium sized telecom company and I experienced several interviews with several people in the same company. I would probably say around 15 different people that has interviewed me and understand if my cultural and background was fitting the rest of the company. The position was very technical but very little emphasis was given to the technical knowledge. This clearly shows the importance of conflict avoidance at the early stage of the process. New hires can develop technical skills but they cannot change their fundamental behavior. I have to say also, that this company was hiring foreign workforce for the first time. The typical limits due to stereotyping and wrong perception, clearly applied during the whole hiring process. Unethical choices In the example we are reading about corporate values and role of a 63 year old –white USA president, taking seriously obligation for his stockholders. In many papers I’ve been reading on the topic I understood the importance in the relationship between company’s executives and their respective stockholders. Unfortunately, his is not always what happens in real business life. In a recent case involving a leading American supplier of networking equipment (AAA) and network management for the Internet, and local Norwegian manufacturer of telecommunication equipments (BBB), I’ve learnt of unethical behavior from both side’s executives and their respective
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  Page | 2 shareholders.AAA, in the attempt of buying BBB put forward a compensation plan directed towards executives for BBB, aiming at acquiring the company at agreed price, far below shareholders expectations. AAA had secured CEO and eight other BBB leaders valuable bonus deals before the company put into the bid. This information was disclosed when shareholder were “forced” to accept the bid. Introducing the Role incompatibility I think that line-staff is clearly the most affected conflict situation within the company. In many occasion I’ve experienced the different market speed and customer satisfaction approach. While the R&D are typically busy with their product line, sales and marketing people are very close to the customer’s need and fast delivery to the market. When all individuals are sitting around the same table to discuss product strategy, if a good project leader is not present to direct the meeting, very often the outcome of these meeting can be very unproductive due to tensions and conflicts. In the last 12 months I’ve observed several environmental stress situations. Friends working for companies in distress financial situation have been severely affected by the recent happenings. Mostly they have been affected by the high level of uncertainty of their working position. Despite their competence, their past performances and consolidated experience in their fields, some of them were unsure if they would keep their position. I think, in these cases, a clear and open communication needs to be established as early as possible. This managerial approach, not only will reduce conflicts but will states a clear vision in the company’s future. All employees will then understand what will happen and why. If the employees will leave the company without knowing the true reason, the whole company will be affected by these bad decisions. The morale and trust in their managers will soon go dramatically down. Understanding his own style in handling conflicts I was last year at the end of the fiscal year and the pressure was high. I was dealing with an IT project where the IT manager and an external consulting firm were involved. As project manager I was trying to close the project according to budget and deadline. During the whole phase I encountered several problems presented by the IT manager. He was not happy of my authority in his
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  Page | 3 “ITkingdom”. He tried several time to slow down the project and call off the external consulting firm. At the beginning of our process, I was very collaborative, trying to find integrative solution while learning from the IT manager. While the project was proceeding, I had to alternate compromising situations, aiming at achieve temporary settlements, to accommodating style, to satisfy his requests and maintain cooperation. The IT manager was instead avoiding the conflict, thinking that others could resolve the problem more effectively and, in some occasion, competing with me to push his own schedule and decisions. The situation went into a clear conflict when he directly interfered with the authority I had in the project. He was copied in a mail where I requested a meeting update with the external consulting firm and then he decided to answer the mail and cancel the meeting without consulting with me. Sometime, at the best of our capabilities and intentions, is very difficult to manage conflict situations. Experience and humility is the right pattern to follow. The Perception process Since I’ve started reading about Organizational Behavior I’ve been constantly thinking “how can I be better in my human relationship?” In all materials that have been presented to us, I’ve always tried to picture myself in each and every situation. I’ve then though about principles that may enhance my behavior and increase my chances to be a better manager. As the majority of my business partners, I’ve family, upbringing, culture, religion, life experience; all important elements that are influencing my attitudes. I’m trying to understand how to translate my values into behaviors. I think the key for success here is called humility and experience. When we are young, we often are animated by strong prejudices and values. Sometime those can be so strong that are making us completely blinded and unable to judge the real situation. Young managers are very optimistic and animated by strong core values. I’ve been there and I know how easy is to throw away judgments without having the competence to make a good one. Growing in your age and roles, make us more constructive and able to see the real picture from a balcony view. If we are also able to add a small piece of
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  Page | 4 humility,we should then be able to see how good contribution we can make in our working and private life. 10 points, Manta, what can we learn? I personally think that every time a conflict arises during discussions, it is, in some occasions, because we have been unable to clear communicate our plan or our decisions. Definitely we need to write down every step of the process but we shall avoid giving the team the feeling we want to be on top of them checking every step. When we are getting closer to some form of common understanding, a closure process is extremely important to create the right line of communication and agreement. Several time I had the impression that what was agreed was common understanding to everyone. Later, I had to realize that I was partly wrong and decisions where half way to be completed. I realized then that is worth an extra minute to repeat and confirm what has been agreed “repetita juvant”. Working in a conflict situation There are conflicts that are not easy to address and the communication is often an issue. I personally experienced situations where the conflict was generated because people could not understand each other. When the manager tried to address the real issue of the problems, the people involved became even more annoyed. More talks were made; more difficult was to get to an end. The manager then tried to step back to re-establish some common ground of discussion. Then the parties in conflicts were unsatisfied because they understood that the manager was walking away from the problem. I’m sure we all have witnessed situation similar to that. I think this is very frustrating because people are approaching the meeting with the intention to have a direct confrontation. So, what shall we learn from this? All the theories we are learning to handle conflicts are extremely good base to start dealing with conflicts. Unfortunately they are not enough to cope with the multitude of situation and human characteristics. Our leadership role is to make sure we are blending theory and experience. Cosimo Gualano