574 Resolving Internal Conflicts In Japan

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

Business is more fast-paced that ever before in human history. Technology boasting massive computing and communication power is held in our palm. It accompanies us on life’s journey, 24 hours a day, seven days a week, everywhere we go. We are working in the flattest organisations ever designed, often in noisy, distracting open plan environments. We are also increasing thrust into matrix relationships with bosses, subordinates and colleagues residing in distant climes. We rarely meet them face to face, so communication becomes more strained.

Milestones, timelines, targets, revenues, KPIs are all screaming for blood. We are under the pressure of instant response and a growing culture of impatience. If our computer is slow to boot up, or if a file takes time to download, we are severely irritated. Twenty years ago, we were amazed you could instantly send a document file by email from one location to another. Oh, the revolution of rising expectations!

Imagine our forebears who, when working internationally, had to wait for the mail from headquarters to arrive by boat and then would wait months for the reply to arrive there and then more months for the subsequent answer to come back. Super slow snail mail ping-pong. Life was a wee bit more leisurely then and people had a lot more independence through necessity. Not today. We want it all and we want it now baby and look out anyone who gets in our way. We have unconsciously designed a system guaranteed to produce more conflict in the workplace.

We can break the conflict touch point issues into five categories for attention.

1. Process Conflict. Is this what we are dealing with? Processes are required by managers to do their job and by Compliance to protect everyone. Sometimes the process can be very directive, constrained, and inflexible. When times get tough, a lot of processes get screwed down very hard. When things improve, they are still left like that even though they should be loosened off. They no longer fit the circumstances we are facing at the coal face.

Let’s calculate how much process control we have in this particular case we are facing? We need to analyse the root cause of the problem and talk to the process owner. They may not be aware this is causing problems for others down the food chain. We need to diplomatically raise it with them, get agreement it needs to be resolved and to get their ownership, come up with a joint action plan to fix it.

2. Role Conflicts. These easily arise in flat organisations. Turf wars can be legendary, as ambitious individuals duke it out internally for promotions, power, and control. Where are the boundaries of authority, accountability, and responsibility? Besuited corporate pirates try to board us and have to be seen off. What is our perception of our own role in relation to others involved in this issue? We can’t expect others to be making the effort to clarify our role, so we have to take the lead. This is hard, but we have to be prepared to change our perception of what our actual role is.

We should take the macro view and see where we need to be flexible around our perception of our own role, to make sure the organisation is moving forward. Role clarity is critical and must be clarified, or confusion can reign. This fix may require some changes and we have to see change as an opportunity for growth and improvement (easily said!!!).

3. Interpersonal Conflicts. These are the tough ones. We are confronted by the actual actions, behaviours, words as well as the reported versions from others around us. There may be some prior negative history there clouding our vision. We need to take a step back and ask, “to what degree are my personal biases and prejudices affecting this relationship”. Also, are people around me telling me things to suit their own agenda and stirring me up for no good reason? Sycophants and corporate politicians see internal conflict as an opportunity and a ladder for themselves. They are keen to create trouble for us and a leg up for them.

There are key things we can do to improve the situation and we usually know exactly what they are, but actually we don’t want to do them. However, we have to commit to making those changes, as difficult and painful as that may be. Don’t hold your breath waiting for the other person to change – take action yourself.

This may mean having a direct conversation with your counterpart on the issues. Before you do that, though, forget about what you want for the moment and put yourself in their shoes. Reflect on how you would see the issue from their perspective. This will make it easier to have a successful one-on-one conversation.

4. Direction Conflicts. These arise when the path forward is unclear. Companies are not always excellent in informing everyone, at the same time, about what needs to happen. Working at cross purposes is both expensive and damaging. Check that you are, in fact, clear yourself on the organisation’s current direction or vision.

Bring up the discrepancy between you and the other party in respectful terms, in a neutral way. This is not about establishing blame (although we often like doing that!), but about getting joint clarity about what is the aim and how it should be delivered together.

5. External Conflicts. These are tough because, by definition, you lack power and control. Ask yourself whether you have a dog in this fight or not? Choose your battles carefully and concentrate on what you can do to improve things, rather than wasting energy and effort whining about what you cannot control.

As a general rule, if you find yourself complaining about anything outside of your control, stop! Instead, re-set your mind around how the situation can be improved. Ask yourself, “in what way can we continue to move the organisation forward?”. In the words of the self-appointed “hardest working man in show business”, Mr. James Brown, “get on the good foot”! We need to move our psychology to positive mode. We should start making adjustments to cope with the degree of control we can bring to this external process or situation which is inhibiting us.

Conflict is part and parcel of corporate life, but usually we are not strategic about how to deal with it. We get locked into a stimulus-response loop, which means a constant flow of tactical solutions rather than looking for strategic solutions. We are also rarely trained on how to deal with conflict, so we are usually making it up as we go along.

Analyse the situation and decide which one of these factors is the main one at play and then start working on solutions from there. Sometimes there may be more than one factor we have to consider, so we have to prioritise where we should start, but we must start. Getting overwhelmed or paralysed doesn’t fix the problem. Focus on the key problem and get to work on that. Momentum will work in your favour.