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Intergroup Conflict Resolution
Bob Ryan, About Purpose, Inc. ©1998
It happens in every workplace. Two or more groups at each other's throats. Manufacturing hates R&D. Administration complains about Line Workers. Customer Service is ready to strangle Sales. Everyone knows it's hurting the organization, but it's been going on for a long time and everybody thinks it will never change. Nobody really knows what to do about it.
Well, there is a process that can help the groups work through that conflict and at the same time help to focus the organization on a stronger, brighter future.
About Purpose, Inc. has been using a tool developed years ago by two consultants named Blake and Mouton*. We've simplified it here in the hope that some of you may be able to resolve some long standing conflict in your organization. Of course, if the conflict is really entrenched, you'll probably want to get some outside help. Call or e-mail us (About Purpose, Inc.) and we'll talk to you about how we can work together.
*Robert R. Blake & Jane Srygley Mouton, Solving Costly Organizational Conflicts, Jossey-Bass, San Francisco, 1984
Blake and Mouton describe six steps which, if the groups seriously work through them, will restore the organization to productivity, if not satisfaction. To prepare, you must identify several people from each group who are the power people. Those may or may not be the ones with the formal titles, but rather, are the ones who can be counted on to get things done. They have to have the authority to speak for the group.
Next, bring them together off-site, planning to spend at least a day depending on the depth of the issues. Blake and Mouton describe a multi-day process, but I find that most organizations are neither willing nor able to commit that much time. However, the bigger the problem, the more the time you may need to invest in solving it.
Step One: Developing the optimal model - Each group works separately to create a model of the optimal interface among the groups for effectiveness relative to the problems and needs.
Step Two: Consolidating the optimal relationship - The groups work together to develop a single model of a sound relationship. As the groups identify something they agree on, it goes into the consolidated model. As they identify a sticking point, it goes on the back burner. The agenda in this step is to focus on where there is agreement.
Step Three: Describing the actual relationship - Each group works separately to list actual conditions that relate to the problems and needs. This is the time when people can carp and moan and groan, but their task is to produce an objective list of measurable conditions that keep the groups from enjoying the optimal relationship.
Step Four: Consolidating the actual relationship - The groups work together to paint a joint picture that accurately and objectively describes the present. Again, don't let them get hung up on disagreements. Put sticking points on the back burner when you can.
Step Five: Planning for change - The groups work together to list specific, operational terms for eliminating the barriers to the optimal relationship. The product is a working plan for follow-up by this group and by those not present.
Step Six: Progress review and replanning - Schedule follow-up dates for the groups to reconvene to review progress, critique their developing relationship and agree on next steps. This is when you can begin working on some of those sticking points you put on the back burner.
Remember, the best way to work on any conflict is to build on similarities, agreements, commonalities. You'll usually find that everyone in the organization really wants what's best and there's often strong agreement around the important things.