Conflict is an essential element of story; without it, there’s no real framework around which to develop a story. Without conflict, there is no need for a hero and no reason to change.
It is not surprising that conflict in an organisation is normally seen as something to avoid at all cost. What sane person would want tension between people and departments? There could be open confrontation or simmering belligerence. Where once there was teamwork, there is now only discord and stagnation. Work doesn’t flow the way it should. People are unhappy, often splitting into groups that meet to swap stories about what they think is happening in their place of work. The environment becomes stressful and unpleasant to be in, so that valuable staff start thinking of resigning. And the main instigators in conflict situations are seen to be ‘troublemakers’ who deserve to be punished for their bad behaviour.
Human nature wants to either deny the conflict, or fight it with more conflict. But the smartest, most beneficial question you can ask is: How can we engage with this conflict? What is it trying to tell us? Can we see the story behind the conflict and take charge of it for a preferred outcome?
Conflict is like one of those kettles that whistle when the water is boiling. It sends an alert to those in power that some energies in the organisation are calling for release. Savvy leaders will use this conflict to make the organisation stronger and better. Because examined constructively, conflict reveals exactly where the flaws in the organisation are.
It could be that the management style doesn’t have a catchment system for creativity and new ideas from staff, and very often these are ideas that could be of great value to the organisation. Conflict could be an indication that internal relationships need a fresh approach or a diversity programme. It could show that the vision, mission and values of a company sound more like puffery and empty words than acting as an empowering mantra that spurs people to give their best. It could be showing that some people (often the troublemakers!) with strong leadership potential are not finding a beneficial outlet for their talents within the organisation.
But the biggest cause of conflict is the collapse of an organisation’s grand narrative: the storyline that tells people what the organisation stands for, where it is going and how it is meaningful in the present and future lives of people working there. If there isn’t a strong storyline, especially one that paints a positive picture of the future, it is natural for people to become uncertain and insecure. Uncertainty and insecurity are an ideal breeding ground for fear, which results in anger and dissent. The knowledge that the organisation lacks an empowering story is of particular value to leadership. If staff are picking up that there is no clear, convincing story, it won’t be long before this is felt outside the organisation, especially by customers who interact with staff.
Handling the source of conflict maturely and creatively not only brings about better understanding among staff and departments and between staff and management, but can also set a new direction or breathe new life into the entire organisation. It is not an easy process. Conflict resolution that results in healthy transformation requires great honesty, openness and courage from staff and management. The main concern from staff is to feel that this process of revelation is safe for them. An external facilitator is usually the only way in which issues can be objectified and dealt with effectively, as the organisation’s leaders are usually to deeply involved and also ill-equipped to negotiate the emotional reservoirs of an organisation.
Whatever it takes, it is worthwhile for conflict to be taken seriously. The bubbling over of anger and dissent amongst staff could be just what an organisation needs to reinvigorate itself.
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