In life we do not always hear what we want to hear, within a results-driven organization under the pressure to meet deadlines, it is less likely. So why is it that the thought and let alone the action of coming up against a differing opinion cause people to bristle? The simple answer is conflict. With that comes the inevitable confrontation and then the validation of viewpoint. It takes a strong mind to start that particular ball rolling.
Let’s start with what the perception actually is. Most people consider conflict to mean negativity, in the literal sense where physical bodies are at stake, then yes this assumption is correct. In the metaphorical sense it is not. Conflict is not far from the bad guy it has been painted to be, For example it has the following results that can be crucial to business success:
- It forces you to deal with a challenge or a problem
- It creates strength and resilience in mind and process
- It encourages openness and transparency
- It garners fearlessness, ambition and innovation
- It forges trust, unity and collaboration
Judging from that short list, conflict is only guilty of crimes against sensitivity. The key to managing conflict is to find the correct balance where it can tip the scales towards all the things it is accused of such as fear, divisiveness, obstacle-building.
IT departments are hotbeds of discussion and debate given their natural tendency towards collaboration outside their direct team. As such the progressive IT leader is aware of channeling constructive conflict and minimizing destructive conflict. He or she will encourage dialogue allowing teams to speak their mind and bring out hitherto unheard concepts or opinions. The variety of thought processes will come to the fore and be heard encouraging members to feel included and valued. The point being that disagreements and heated debate is inevitable and the savvy leader will adjudicate between all parties to allow them to express themselves without judgment or fear. While doing so the hidden gems can be extracted and used to provide solutions to tasks. All the time the IT leader will keep the contributors on track and remind them of the goal of the discussion and the aim for the organization.
Nobody is out to get you. Sometimes having an opinion and hearing a barrage of dissenting voices might feel like a personal attack, it is not especially if the IT leader has reiterated the aim of discussion and the common goal. They are looking for what aligns to that goal best and if the opinion of the minority is overruled it is based on what fits best. Being able to back up an argument with facts and potential benefits will go a long way towards convincing a path should be changed or adapted. Baseless ranting is not the aim of a conflict-heavy discussion staying on track and sticking to the facts, is. The good IT leader will know this and steer the conversation and keep it relevant. They also know that going against popular opinion is difficult but it can encourage growth in the individual towards independent and innovative thinking. That is a benefit of being brave enough to stand up and be counted. It is to be encouraged and supported by all because you never know when that moment of valor could come to the rescue.
One of the biggest dilemmas faced in a conflict situation is the fear of being ostracized or singled out as being a troublemaker. How many times have you experienced a room full of bowed heads not wanting to raise them up over the parapet? This might seem like an extreme analogy but it is not far off the truth of how people feel when challenging an opinion or method of action. Concerns about being vocal can sometimes lead to worry that the next time something happens they will be in the firing line. In reality it is foolish to say something the management wants to hear to appease them or get them off the topic. It is counterproductive because all it does it cement your commitment to not deliver the precise things you assured them you could. It is merely sealing the failure instead of preventing and rerouting it to a less risky place. Sadly the ‘yes’ man is not on the decline and this mentality prevails in many organizations. The sooner the IT leader instills in upper management that this is a counterproductive and unhealthy practice, the better. If it simply is to avoid the “you knew this might happen yet you never said anything?” question. The key to undoing this fearful attitude is to show support, allowing your team to feel supported will enable them to speak more readily and resolve the problems that either exist or are teetering on the horizon. For IT the ability to speak and challenge is vital and there are no winners when lips are sealed.