Conflict management, an art

    Conflict is an unavoidabl e part of one’s professional

    life - from simple
    disputes about office facilities to longrunning executive feuds that threaten to disrupt the entire
operation of a business.What is most important, however, is how organisations manage conflict,
especially at the senior management level. Successful conflict management enables organisations
to create harmonious staff relations, open and honest communication channels, diverse and
innovative thinking and platforms for knowledge creation. Poor conflict management by contrast
can create dysfunctional organisations, bogged down in personal politics and ambitions –
something that organisations in India’s highly competitive business environment should be
particularly worried about.
    A conflict can arise from many causes, including competing opinions, values, ambitions and
expectations. In India, this process of natural conflict becomes amplified by our ultra competitive
society and business environment. Today’s senior managers are locked in fierce competition
with their peers all the way from school and university through to the top of the corporate ladder.
Sometimes, this can bring out the best in them, but other times, it can create internal feuds and
disruptive behaviour that seriously undermine organisational effectiveness.
    One of the positive effects of India’s competitive environment is its large pool of ambitious
and talented professionals motivated to excel.These highly motivated individuals enter
organisations with strong and intelligent ideas. If the conflict between their competing ideas is
managed and channelled effectively by an organisation, it can create diversity in thinking,
opportunities for innovation and a foundation for knowledge creation. In fact, positive change
usually begins through conflict when ambitious individuals seek to introduce new measures to
improve an organisation’s effectiveness. The hard decisions they make can sometimes be
initially painful. But if the conflict can be managed in a positive way to build consensus through
healthy debate, better staff relationships and greater productivity, then the organisation will grow
and prosper.
    On the other hand, if organisations repeatedly fail to manage and resolve such conflict, they
risk becoming dysfunctional. Many business leaders here tend to put “their heads in the sand”
when a conflict arises at senior levels.Their denial can seriously disrupt an organisation’s
teamwork, trust and communication channels.This is when the CEO must step in.
Kumar Parakala is partner & COO, Advisory in India, head of ITA in EMA & India,
KPMG

 
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