“Healthy Conflict”- It may be the missing ingredient for collaborative problem solving. By: Ed Bierschenk

Whether we like it or not, conflict and difference of opinion can be an important element of communication and problem solving in a healthy and growing company.  Conflict can arise over information dissemination, work methodology, personal style, or even core values.   In a healthy and effective company culture, people are more likely to speak up or and handle conflict in a more constructive way.  Here are five tips which come from my lessons learned in dealing with constructive and no-so-constructive conflict in business settings.

1. Embrace constructive conflict as an essential part of a collaborative problem-solving strategy. A big misconception about conflict is that it is only a negative energy force. In reality conflict may be the seed of a creative idea ready to take shape, or it may be a suppressed need trying to find expression. The bottom line is that we rarely have all the answers and a healthy dose of conflicting opinion may just be the thing to jog us out of the status quo or our traditional ways of thinking.
2. Create a “safe” conversation forum for any difference of opinion to emerge. In the book, “Crucial Conversations”, the authors point out that almost anything can be discussed if there is “mutual respect and safety”.  It is our responsibility as discussion leaders to set those two conditions.
3. Check your bias and locked-in position at the door. Effective collaboration and negotiation begin with understanding the needs and desires of all parties.  If either party gets locked into a “position” or personal bias there may not be room to explore alternative approaches.
4. Let people tell their story. When people have the feeling that they have been heard, it often shifts the outlook and new information may come to light. Let each party express their needs and wants from the situation. Be clear about your needs and then begin collaborating.
5. Stay focused on the big picture. What is the outcome you want for the company, the other person, your team, and yourself? How is the situation best brought into alignment with your core values and the broader mission of the company?

The following questions may help you prepare when there is a challenging disagreement or complex problem to solve requiring thoughtful navigation and give-and-take;

1. How important is it that you and the other party come to an agreement on this issue?
2. In what areas are you in general agreement already with this party?
3. What is it that you need most from this situation?
4. What is it that you believe the other person most needs from this situation?
5. In what areas are you prepared to be flexible in this collaboration?
6. What are the non-negotiables, if any?
7. If an agreement cannot be reached, what are the consequences personally and professionally?
8. If an agreement cannot be reached, what are the consequences to others in the organization?
9. What are the five creative ways you can think of to resolve this issue with mutual benefit to the parties? Which is easiest to implement? Which will produce the best outcome?
10. What will you do to promote safety and mutual respect as you collaborate on this issue?

A great reference for building skills in this area of communication is “Crucial Conversations-Tools for talking when the stakes are high”.

Ed Bierschenk is a seasoned TAB Board Facilitator with extensive experience in leadership development and coaching.