This is why managing and dealing with conflict in the workplace is of massive importance to all businesses. "We look to discover a root cause of organisational ill-health and leadership issues," explains Caryn Conidaris, managing director of The Human Resource Practice. "Then we offer a range of programmes and services that are tailor made to change the long-term mindsets and behaviour patterns of staff and leadership to build long-term organisational health."
In a recent client intervention, associate Bruce Wyers was confronted with a business unit that was under-performing and not delivering on its targets with staff that was problematic and non-cooperative. "In a situation like this," says Wyers, "I have to sit with the CEO and find out what is the problem. In this case serious under-delivery that is affecting the desirability of continuing with the business unit. Once we have that clearly established, I move on to finding out what is actually working within in the business and from here we look at what the future expectation is. If there are very few positives and the problem is severe, the future expectation might be shutting down the business, which was certainly a possibility in this case. But instead we chose to explore ways to rectify the situation."
In order to kick start his methodology, Wyers relies on the leaders within the business to provide direction and real input into the sources of the particular situation. "The leadership needs to define their expectation of the outcome of these interventions," explains Wyers. "Do they want an exit plan or a solution? They need to be a visible part of the facilitation process, co-hosting it as it were and provide real leadership in the environment moving forward. What the consultant does cannot strip the leadership to its authority and directive powers; it must enhance it."
