Work it out

There are two types of organizations I worry about — those with constant arguing and those where everyone gets along “perfectly.” While an organization with no disagreements sounds heavenly, a lack of conflict is an indicator that something is wrong and that employees aren’t being fully utilized. While I’d prefer to work in the “perfect” environment, if forced to pick, neither is as productive or profitable as possible.

High conflict organizations are characterized by constant bickering, bullying and disrespect, especially between owners and/or senior managers. They also struggle with low morale, frustration and fear. If this is your company, here is what your employees want to say: “The fighting is embarrassing and stressful.” “I can’t win when I’m asked to take sides.” “I don’t get paid enough to babysit adults.” “I just keep my head down and do what I’m asked.”

On the opposite end are organizations without conflict. While seemingly ideal, such organizations are characterized by disengagement, stagnation and fear. Yes, fear. Fear that if a dissenting opinion is voiced or there is an argument, things won’t go well, relationships will be ruined or they’ll be ostracized. Your employees may hint, but won’t directly say: “Work is boring.” “We could be so much better.” “I wish you’d ask my opinion.” “If we don’t innovate, we might cease to exist.”

The sweet spot for maximizing profitability and productivity is between the two extremes. In high-functioning work environments, respectful, constructive conflict is the norm. Employees are encouraged and expected to bring their “A game” to voice disagreements, and to tell the truth. Bullying and abusive behaviors aren’t tolerated, and employees are expected to say what they mean and mean what they say.

A key benefit of such a culture is that better solutions emerge as differing opinions are batted about and built upon. Additionally, when employees aren’t walking on egg shells, babysitting, or constantly on high alert, their energy is freed to focus on the task at hand, improve the business and boost the bottom line.
 

What about you? Where is your organization?

If you’ve got ongoing, unresolved conflict, if disagreements lead to personal attacks, if absenteeism is high, if your staff is ducking and covering or relieved when you’re on the road or when a bully is absent, it’s time to bring constructive conflict into your business.

It’s hard to do this without conflict resolution skills, but you can begin to change cultures immediately by modeling and asking others to be civil. The faculty and administration constantly bickered at the university where I taught. If one said “black,” “white” was the kneejerk response. Things immediately improved when a new president stated, “My door is open and you can say anything you want to me, but you will say it civilly.”

On the other hand, if your workplace is stagnant and stuck in the status quo, if you have polite but disengaged employees or passion is lacking, it’s time to create a culture where your people are utilized to their full potential, where it’s ok to disagree and where your people work together to create better solutions and products. It’ll take courage and consistency, but it can be done.

If morale is high, if business is growing, if absenteeism is low, if your employees are fully engaged, bringing up new ideas and refining processes, congratulations. You’ve created an environment that brings out the best in your employees and promotes your bottom line. Your job is to protect your established culture.

In my next column, I’ll provide guidelines for how to respectfully and constructively handle conflict.