Strategic Engagement by Chris Crosby

Author:Chris Crosby
Language: eng
Format: epub
Publisher: Business Expert Press
Published: 2019-11-11T16:00:00+00:00

Step-by-Step Process

I. Systemic Setup: Build appropriate sponsorship for the conflict resolution. Meet with the boss of each employee and clarify that they expect the employees to improve their working relationship. Do the following:

A. Coach the boss to say the following (the boss is the sponsor or, as outlined in SOA, the Sustaining Sponsor).

1. Tell each employee that they don’t have to like each other, but they do have to work well together.

2. I am using a consultant (or name the internally trained third-party facilitator) to work through the problems.

3. Share specific consequences if not successful (as discussed in Chapter 6: Manager–Employee Conflict, the consequences must be real).

4. Outline the specific tasks or problems for which the employees must develop a plan to manage more effectively.

If the boss of either employee does not care if the conflict is resolved, then do not go forward. It is a setup to believe that people should “just get along like adults” when there is no sponsorship by either boss (i.e., if either boss does not want this work done, then the employee of that boss will likely stay loyal to them).

II. Interviews: Before each interview, confirm that the sponsor has talked to each employee, set expectations for the conflict resolution, and informed them that you will be the third party. Meet individually with each party to the conflict. Include the following interview components (do steps A, B1, and B2 and then the rest of the meeting can be more circular).

A. Confirm that the employees talked with the sponsor and verify the message. If the conversation did not happen, then stop immediately and involve the sponsor.

B. Explain your role as a facilitator.

1. You will lead the process.

2. You will not be an arbitrator and resolve the issue.

3. You will, to the degree possible, balance the power among the individuals in the conflict (e.g., between an hourly employee and a department supervisor).

4. You will help the parties reach agreements with “By-When” dates.

5. There will be follow-up sessions to ensure agreements are implemented by both parties.

6. The focus will be on future behavior, not on attempts to determine who was right or wrong in the past.

C. Allow the individual to ventilate feelings and judgments. During the original venting, coach for concreteness by helping each employee change general statements (judgments/inferences) into behavioral specifics.

1. Each time the individual reaches a behavioral specific, say, “When we meet with X (the person with whom they are in conflict), use specifics and not generalities.”

2. Coach them to express emotions in a nonblaming way. Spend as much time as necessary and only meet with both parties together if you think the participants can speak in a nonblaming, specific manner.

D. Get a verbal commitment that they are committed to improving the work relationship with the other individual. Tell them they will start the session by making a commitment to each other.

E. Encourage the individual to be specific about the problems with the other party (what, where, how, when, and why).

F. Take minimal notes. Remind

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