Conflict Transformation for Organisations

What is Conflict in Organisations?

Some conflict in organisations is helpful, a sign of differing ideas and creativity.  At MLCT we’re concerned about the type of conflict that is counterproductive, that leaves people maybe angry or ashamed, unable or unwilling to engage with their work with enthusiasm, reluctant to solve problems and, sometimes, get out of bed in the morning.

What is Conflict Transformation?

Conflict Transformation is the process by which individuals and groups learn and practise being together in a way that meets everyone’s needs.   It differs from Mediation which tends to be quicker and with a slightly different focus.  By contrast, the Conflict Transformation process can be a long road, taking between a day or two to months and more.  The purpose of Conflict Transformation, as opposed to ‘conflict resolution’ or ‘conflict management’, is to bring about real change that shifts the elements creating the conflict in the first place.  The latter two, by contrast, risk simply papering over the cracks.  Conflict Transformation is not the trading off of positions, for example where you start at ‘10’ and I start at ‘0’ and we agree on ‘5’.  In this scenario the outcome of our Conflict Transformation process, instead of ‘5’, could be ‘an apple’.  See also Philosopy.

The Possible Situation in an Organisation

Organisational conflict comes in many forms, from ‘personality clashes’ between a manager and staff, to disputes between teams, departments, branches and staff and service users.  Whatever the form the outcome can be devastating both for the people concerned and equally for the organisation’s work and reputation. 

Symptoms

• People don’t share information
• People ‘put each other down’ in meetings
• The day’s great so long as your colleague or the boss doesn’t come in!
• People don’t speak up
• People feel anxious on their way to work
• There may be raised voices and tears
• Emotions are running high
• People complain behind each other’s backs
• Service users and customers complain
• The office empties bang on five o’clock

The impact

• Productivity is low
• Quality of work, creativity and commitment all suffer
• People are reluctant to do anything beyond ‘the norm’
• Morale is low
• Good staff leave
• Trust has broken down
• There is blame and judgement
• People have clear views about the history of the situation, including who is right and who is wrong causing for clear divisions and polarised groups
• People may live in fear
• There’s a lack of joy and vitality
• The organisation may be heading for a costly tribunal

What we do

• Work with groups and individuals separately, if needed, to listen and understand their situation
• Help them look again at their scenario by using exercises to introduce concepts like Nonviolent Communication and the violence cycle (see also Philosophy)
• Look at the where people’s judgements and constructs about the situation come from.  Start to work with how people think and feel about the situation.
• Introduce and practise how to break the violence cycle by using tools such as the four steps, the seven steps and empathy.
• Where appropriate bring groups or individuals together to look again at the whole picture then have them practise together at breaking the violence cycle.
• Provide ongoing support through coaching for managers and staff individually or collectively to sustain new-found thinking and behaviours.  We learn how to behave from the day we’re born.  It can take longer than a day or two to start to think and act differently
• Engage in a dialogue with the groups about how they want to continue – what structures and mechanisms would they like to see implemented?  Examples may include approaches to decision making, changes in management culture, delegation, performance management, Human Resources policies and procedures such as disciplinary and grievance, project management methodologies, staff safety and welfare guidelines and training.