Executive Brief on Discovering Disputes Early

ToebeMheadExecutive Brief on Discovering Disputes Early Guest Blog by Michael Toebe

There is a question all leadership within an organization should be thinking on and asking itself, for effective risk management, optimizing productivity and exercising protective strategy.

How many unhealthy, costly, damaging conflicts and disputes are simmering or soon to boil over that you could very well be unaware of presently? Are you seeing the storm, the big hit coming or the lesser ones that are connected to productivity leaks?

Being caught off guard, blindsided, is not a low-stress, low-cost moment.

Out of sight, out of mind is not strategy. Or as the quote goes “facts do not cease to exist because they are ignored.”

Negligence comes at a price, organizationally and personally to our reputations, business relationships and upward mobility or job security.

A standard and commitment of doing consistent interviews with different people within the company, discovering reasonable, vital conflicts detrimental to the process, productivity, quality, outcomes, culture is vital.

Learning early about disputes picking up energy, depth and width that can produce misery and potential public relations-and-legal-claims cost is proactive and leads to easier problem solving, similar to catching a healthcare concern early.

Once problems are identified, consider using an empathetic mind for the parties involved as well thinking how the dispute can improve-or-harm the organization.

Utilize a process of using a third-party, objective workplace professional for a neutral voice consult and definitely for mediation. Doing this will create increased trust for people so they become receptive of the process.

A mediation can include valuable mechanical actions:

Acknowledging the concern so people feel heard

Helping all involved parties engage in accepting a team-first responsibility for discussing the dispute

Respectfully defusing inflammatory language, re-framing (and clarifying) emotions

Modeling and encouraging more skilled, effective listening

Modeling and encouraging empathy

Acknowledging company (and personal) goals, search and express commonalities

Encouraging the parties to be more inquisitive and suspend judgment by asking questions

Developing a shared, collaborative vision creating solution ideas and choices

Stimulating creative, wide-lens, flexible thinking and encouraging patience/perseverance in the process

Summary – a leader's life is made easier, more productive and less stressful with a healthy, consistent dispute resolution process of research, follow up, clarification and mediating evolving or inflamed problems before they cause significant damage and expense.

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Michael Toebe and High-Value Outcomes serves organizations with fact-finding and understanding of disputes and behavior with consulting, mediation and training. Read more at http://www.highvalueoutcomes.com/