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Like change and
increased competition, we believe conflict is here to stay.
In a recent study,
85% of workers across all levels report experiencing some form of conflict
that decreases their productivity. 29% reported experiencing
unproductive conflict frequently. In the U.S. alone that equates to over $350
billion of worker time spent in unproductive conflict.
Why This Matters
Too many leaders,
factions and functions are competing for influence and limited resources
instead of working seamlessly together across geographies, silos, departments
and conflicts to successfully execute their go-to-market strategy.
The need for
increased collaboration has been driven by strategies that require common
goals and complex solutions that span disciplines - strategies that can
present a single face to the customer, rapidly adapt products and services,
and fight off intensified competition.
The Root Cause
We find that most
companies mistakenly believe that cross-function conflict is caused by
interpersonal challenges that erode trust. While it is true that trust is the
bedrock of healthy conflict, our research and field experience has taught us
that most conflict is due instead to misalignment and a lack of clarity
around strategies, success metrics, roles, cultural expectations, information
sharing, and cross-function processes.
In other words, team
building events rarely serve the purpose of breaking down silos over the long
term when organizational strategies, structures and systems are at odds. If
you are experiencing a "bunker mentality" across your organization,
don't resort to superficial solutions like communication styles or conflict
training.
Invest the time to
understand what's happening and take the steps required to align your
functions for mutual success.
The Most Common
Causes of Conflict
1. Unclear
Strategies
Our organizational alignment research found that strategic clarity accounts for 31% of the
difference between high and low performing organizations in terms of
profitable revenue growth, customer loyalty, and employee engagement. To set
the stage for collaboration, your strategies must be understood by your key
stakeholders, believed in by those who must execute them, and implementable
in your unique industry and culture.
If you want to increase collaboration and reduce cross-unit conflicts, invest
the time to define why the company, function or team does what it does and
how specific and integrated actions should lead to superior
performance.
2. Conflicted
Leadership Teams
More often than not,
it all starts at the top. Even subtle differences or confusion between
leaders have a tendency to create conflicting and misaligned priorities,
roles, and reward systems. If your leadership team is not 100% aligned and
committed to what matters most and who does what, your chances of creating a
culture of collaboration will be limited.
If you want to increase collaboration and reduce cross-unit conflicts, invest
the time to align your leadership team to common priorities and
inter-dependencies.
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