by Productive Conflict | Leadership, Organizational Conflict, Relationships
“It’s supposed to be uncomfortable,” my coach told me. “That’s how you build resilience. Work with the tension during each training session,” she continued. As I pant and sweat, I realize my discomfort has a purpose. I am working on getting faster and stronger....
by Productive Conflict | Facilitated Negotiation Case Study, Leadership, Organizational Conflict, Performance Issues
How do you make organizational conflict work for you? In the 1920s, Mary Parker Follett asked herself this very question. It’s a question we often ask ourselves today. Follett, a management theorist and social philosopher, proposed “integrative behavior” as the...
by Productive Conflict | Diverse or Cross Functional Teams, Leadership, Organizational Conflict, Performance Issues
Cross-functional teams in Government are nothing new. Over my years working within Government, and as a contractor for Government, I’ve heard them called many things such as “Swat Teams,” “Tiger Teams,” and “Special Project Units” just to name a few. Whatever you call...
by Productive Conflict | Anger, Facilitated Negotiation Case Study, Leadership, Organizational Conflict, Relationships
Establishing justice is important; there is no doubt about that. But to change a situation, one has to recognize the dynamics at play. “I feel afraid” This is what one of my clients, “H” said to me when I arrived to help restore the team...
by Productive Conflict | Leadership, Organizational Conflict, Relationships
Everyone can be a leader. From the boardroom to the backyard, leadership is in your reach. Regardless of whether or not you have a formal leadership role, you can take action and set conditions for those around you to be successful. Here is how: 1) recognize the...
by Productive Conflict | Facilitated Negotiation Case Study, Leadership, Organizational Conflict, Performance Issues
Dealing with a performance issue is a bit like dealing with a hip injury: it can feel like a real pain in the gluteus maximus. It can also change your perspective on managing people, particularly when you ask the question, “Am I dealing with a problem or a pattern?”...
