Orchestrating Conflict Leadership on The Line Ronald A. Heifetz & Marty Linsky (2002)
Orchestrate the Conflict “Adaptive work, from biology to human culture, requires engagement with something in the environment lying outside our perceived boundaries” (p. 101). “Thus, the challenge of leadership when trying to generate adaptive change is to work with differences, passions, and conflicts in a way that diminishes their destructive potential and constructively harnesses their energy” (p. 102). No real change occurs without conflict
Holding Environment… A space formed by a network of relationships within which people can tackle tough, sometimes divisive questions without flying apart (p. 102).
“In a holding environment, with structural, procedural, or virtual boundaries, people feel safe enough to address problems that are difficult, not only because they strain ingenuity, but also because they strain relationships” (p. 103)
Control the Temperature… “Changing the status quo generates tension and produces heat by producing hidden conflicts and challenging organizational culture” (p. 107). Two tasks associated w/ raising the temp.: • Raise the heat enough for people to sit up and pay attention • Lower the temp. when necessary to reduce a counterproductive level of tension
The temperature can be raised constructively in two ways: • bring attention to the hard issues and keep it focused there • let people feel the weight of responsibility for tackling those issues The heat can be reduced in many ways: • can start with technical problems, deferring adaptive challenges until things are warmed up – create shared successes • breaking down the problem into its parts can speak of transcendent values
Pace the Work… “People can only stand so much change at any one time. You risk revolt, and your own survival, by trying to do too much too soon” (p.117). “Change involves loss, and people can only sustain so much loss at one time” (p. 119) Pacing can be ethically complicated because it may involve withholding info. Pacing is not work avoidance; you’re preparing them for the work ahead
Lower the Temperature… Address the technical aspects of the problem ○ Establish a structure for the problem-solving process by breaking the problem into parts and creating time frames, decision rules, and clear role assignments. ○ Temporarily reclaim responsibility for tough issues. ○ Employ work avoidance mechanisms. ○ Slow down the process of challenging norms and expectations.
Raise the Temperature…
•Draw attention to tough questions. •Give people more responsibility than they are comfortable with. •Bring conflicts to the surface
Show Them Their Future… •Have to make the vision more tangible •Have to answer the “Why” questions in every possible way in order for people to endure hardship to get to a better place. •“Confidence in the future is crucial in the face of inevitable counter pressures from those who will doggedly cling to the present, and for whom you become the source of unwanted disturbance” (p. 122). •A leader’s job is to orchestrate conflict – not become it.