Conflict Engagement Systems Design: Why Its Past Time

In the 21^st century, the innovative difference between organizations that succeed, and organizations that fail, will be in how they address disputes between their employees.

As an employer, are you agnostic on this? Well, consider the following statistics:

54% of employees in the United States are not engaged at work, with 18% actively disengaged at work, according to a Gallup Organization survey from 2012.
60% of lost workdays every year can be attributed to stress based health issue in the workplace, with 3 out of 4 employees reporting at work stress as their number one cause of health issues.
80% of corporate executives (you know, the guys upstairs) expect to innovate either products or services, or both, in 2015 as a response to changes in technology and other wider marketing and sales trends.

So, here’s the question, if employees are increasingly disengaged and losing productivity, but innovation is expected to increase in 2015, where is the breaking point?

We have blogged before about conflict competence, Conflict Resolution-as-a-Service and even how HR can be used to innovate with people. But this is not enough.

The fact of the matter is, it’s time for all of us to get busy, designing new systems and process that exist, both outside and inside current and future, legal and ethical frameworks, that will protect employee self-determination and employer innovation, in a dispute scenario.

Disputes are the natural outcome of a conflict process. Employer responses to those outcomes have been broken for many years. It’s time to innovate a different way in 2015.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: hsconsultingandtraining@gmail.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: http://www.twitter.com/Sorrells79
LinkedIn: http://www.linkedin.com/in/jesansorrells/

Systems of the 21st Century

For many organizations, the 21^st century has proven to be pretty much the same as the 20^th century.

People still get hired and fired in much the same ways that they did 20 years ago.

Organizations and businesses still do the core processes of their businesses—sales, finance, marketing, accounting—in the same way that they did—with some minor cosmetic changes—30 years ago.

And, unfortunately, organizations and businesses still handle conflict in the same way that they did 30 years ago. They still view conflict as a process rather than as a product.

They still view the resolution of conflicts—however they are resolved—as “the way we do things around here.” This is reflected in either the avoidance of the process, the accommodation of the tradition of the process, or the attacking of outside interveners with new ideas as “not understanding how we do things here.”

Many organizations still pay outside consultants or have internal offices and departments, designed to “handle” conflicts in the ways that the organization sees as comfortable and preserving the status quo.

In order to do the brave work of the 21^st century, peacemakers must become more and more involved in developing bleeding edge systems for organizations, because the changes to systems that on the surface appear cosmetic, will have deep ramifications for the future.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/

Cui Bono? Who Benefits From Systems Design

Businesses like human resource departments.
Businesses like lawyers and law firms.
Businesses like profits and positive media attention.
Businesses don’t like bad press.
Businesses don’t like lawsuits.
Businesses don’t like regulations, changes or business environment uncertainty.

So, why don’t more businesses have a system, or systems, in place to effectively resolve conflict?

Firing somebody is not always an optimal solution.

Demoting somebody does not solve a problem.

Ignoring and whitewashing issues does not decrease media attention or focus. In fact, it may actually increase the attention.

In a world where everyone is increasingly connected and “on” almost all of the time, it’s more profitable in the long term for a culture to be developed in an organization that allows for conflict—and conflict based issues—to be resolved, rather than ignored, paid-off or hushed up.

But how can businesses get there, from where they are now?

Systems design is the linchpin to developing a coherent and integrated overall organizational culture that can build healthy teams, increase productivity and employee engagement, and increase profits and revenues in the long term.

Culture matters, and in large or small organizations, where multiple people come from multiple backgrounds, representing multiple cultures, intercultural communication can only happen effectively, when an organizational culture exists that promotes openness, honesty and healthy conflict.

Workplace bullying, demotions, loss of productivity, lack of effective forward motion, these are all symptoms of a greater disease. And in a world of brand based, connective media, symptoms can spread a disease faster than any inoculations can stop it.

-Peace Be With You All-

Jesan Sorrells, MA

Principal Conflict Engagement Consultant

Human Services Consulting and Training (HSCT)

Email: jsorrells@hsconsultingandtraining.com

Facebook: https://www.facebook.com/HSConsultingandTraining

Twitter: www.twitter.com/Sorrells79

LinkedIn: www.linkedin.com/in/jesansorrells/