Conflict Resolution Tips - Influence Without Authority in Change Management

"It is not always evident when you are going to make a withdrawal from the favor bank of politics,... but it is always obvious you are making a deposit" [Jennifer Steinhauer]

There are many situations where we are not in charge, we do not have formal authority and yet we need to resolve things and get things done.

In change management there are often situations - especially political situations - where as change leaders and change managers we cannot force people to do things and we do not have formal authority to influence outcomes and often there is resistance and sometimes conflict.

This where the power of informal networks matters, in change management this really is one of the most powerful conflict resolution tips - the power of influence without authority - the influence that is gained by the practise of "the law of reciprocity".

Here is a 6-step model:

(1) Assume everyone is a potential ally

This is a more constructive mind-set than assuming an adversarial approach. It is all too easy to stereotype people and project our own experiences and feelings on to the other guy. As somebody once said; before criticizing a man - and making assumptions about his motivations, walk a mile in his shoes.

There will be occasions when you need something or support from a person who has no formal obligation to cooperate with you.

A good place to start is to begin by reviewing what you know about that person to see if there are areas of overlapping interests that could form the basis of an alliance.

You always have something in common with the other person - you are both human beings. As Dale Carnegie advised in "How to win friends and influence people", become genuinely interested in other people - as people, encourage others to talk about themselves, be a good listener, always talk in terms of the other person's interests.

(2) Clarify what you want, when and why

It is important to be very clear about what you want from a potential ally. Be very clear about your organisational goals and your personal goals - which may not be the same thing.

You also need to be clear about your priorities and the order of your priorities, and timescales - what your short term and long-term goals.

Is your focus task oriented and you are prepared to jeopardize or sacrifice a relationship of is your focus on preserving or improving a relationship?

(3) Understand the other person's situation

It is extremely useful to understand - or attempt to understand - the organisational influences, pressures and requirements of a possible ally.

Once you focus on this you can directly and indirectly ascertain a lot of information about the other person's situation. Find out what they care about.

(4) Identify the trading currencies

You will probably have a reasonable idea of what a potential ally can do for you, but it is useful to assess what you bring to the table.

We often have more resources than we may realise.

This all about identifying "secondary currencies" - that is things that have a higher perceived value to the other person than they do to you. This could be relationships, knowledge, connections, information, influence or any one of many things. This is why understanding what matters to the other person is so important.

There is one secondary currency that we all have, and that is to be aware of and sensitive to the other person as a human being and to look for and implement ways of building a connection. We all have insecurities and needs for approval and recognition. Change leaders who exercise high levels of emotional intelligence and self-awareness will nearly always find ways of connecting with people.

(5) Building and utilising relationships

The first aspect of this is the nature of your relationship with the other person. Is it good, bad or indifferent? If it is anything less than good, then clearly you are going to need to invest time and energy in building trust and credibility.

The second aspect of developing and dealing with relationships is the preferred communication style of the other person. Do they like lots of analysis and facts and figures, or are they visual and appreciate graphics, power-points multi-media, or are they kinesthetic and prefer to engage themselves directly and physically in what you are seeking to communicate

(6) Influence when the time is right to trade

Once you have undertaken the analysis of the other person's situation and what is important to them, identified "trading currencies" and assessed and where necessary improved your relationship, then (and only then) are you in a position to "trade" with the other person - when the time is right.

The timing will dictated by their attraction and need for what you have to offer balanced against your need for what they have to offer. Other factors affecting the timing and nature of the "trade" will be the organisation's culture and the unwritten rules about "how things get done around here" and bluntly how many risks you are prepared to take.

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Conflict Resolution Tips - Overcoming Silos and Turf Wars in Change Management

The negative aspect of organisational politics occurs when individuals drive their own personal agendas and priorities at the expense of the wider corporate agenda.

The motivation for this type of politics is partly personal advancement up the "greasy pole" and partly the lust for power that some of us (yes I am guilty of this too!) have to control resources, decisions, people and outcomes. Of itself this need not necessarily be a bad thing, it only becomes that when it jeopardizes the corporate strategy and (in my view more importantly) damages people.

In a silo-structured organisation, the politics of the functional managers that develop protective strategies of their own "fiefdoms" becomes counter productive and frequently obstructive to the objectives of a change initiative that is aligned to a corporate vision and strategy.

As Patrick Lencioni observes in his book "Silos, Politics, and Turf Wars", the place where the blame lies for silos and politics is at the top of the organisation: "Every departmental silo can ultimately be traced back to the leaders of those departments who have failed to understand the interdependencies that must exist among [the departments]"

One of the many reasons I strongly favour a programme management based approach to change is that the comprehensive nature of the approach focuses on the achievement of the organisational strategic vision by ensuring that the envisaged organisational benefits are actually realised. This is an organisation-wide perspective that transcends the interests of any particular fiefdom.

Shifting the balance of power

But this is only possible if the CEO and other directors and senior management take - and stand by - the hard decision to shift the balance of power and support the change programme. This means empowering the change management leadership and team to have authority over functional management within defined and boundaries and terms of reference.

This is what I call: "sponsorship with balls, bottle and teeth"!

The 4 components of the terms of reference

These terms of reference include four components:

(1) A simple clear vision that consists of a single point of focus that is shared by the entire leadership team and, as Kotter suggests, at least 75% of the management team. This point of focus is what drives the change management leadership and team for the duration of the change programme.

(2) A blueprint that defines and clarifies exactly what is meant by the vision, in other words, specifically how the organisation will be different after the vision has been realised.

(3) This accompanied by a statement and definition of the organisational benefits that will be realised through the change initiative stating the nature of the benefits, where and when they will arise and how they will be measured.

(4) And finally, the provision of a statement that outlines the change methodology that will be applied by the change management leadership and team. It includes the programme level implementation and the tactical task level implementation that translates the vision into practical actionable steps.

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Conflict Resolution Tips - Dealing With Politics in Resistance to Change Management

Perspectives on politics vary. There is the negative view, which sees politics as the exercise of personal power used for personal gain and at the other end of the spectrum the positive view, that sees politics as a social power used to create motivation or to accomplish group goals.

Nevertheless whether you are aware of it or not, and regardless of whether you understand it or not, in corporate life (and especially in the UK - where I live and work) the political dimension is all-important.

The higher your contacts are up the ladder, within an organisation, the greater the extent to which the political dimension is important.

At director level, in all large organisations, the political dimension can shape the decision making process very considerably and will often be the major determining factor.

Personal power in an organisational context can be described as the ability to influence another person to do what you want, when and how you want them to do it without having to alter your own behaviour in ways you don't want to.

Symbols of political power and influence include things such as: early access to critical and "insider" information; being sought out for an opinion by senior people; getting favoured people into jobs; exercising control of key resources and influencing an agenda.

Sources of power cover a wide spectrum: legitimate power - based on position, appointment and contract; coercive power - the means to force someone to do something; referent power - based on charisma and the power of personality; expert power - based on knowledge and specialist expertise; and information power - as the source of critical information.

Influence can be described as the process of changing in some way the thoughts, perspective, behaviour and feelings of another person.

Politics in an organisational context is the use of power and influence. It has been said that politics is simply how power gets worked out on a practical day-to-day basis.

Understand the political self-interest of the individuals and groups you are dealing with is therefore essential in implementing change, as at its most fundamental level effective change management involves trade-offs in order to be lasting.

How to deal with resistance created or exacerbated by political factors

(1) Get ahead of the game by undertaking some form of early political assessment as part of your cultural analysis and mapping of informal personal networks

(2) Do not wait until a political issue becomes critical, as this point it will have gained momentum, and it is probably going to be too late.

(3) Do not take action to quash resistance but only to accomplish a positive goal. This may of course mean sidelining, removing or replacing deeply resistant individuals. This is a serious and important point, as there will always be people who will resist change to the death. The tendency is to expend a lot of energy trying to get them on side. John Kotter says: "Forget it, get rid of them, no matter who they are in terms of power or relationship to you because if you let them inside the tent they will do so much damage they will undermine the change."

Here are some practical "hands on" strategies for dealing with politics in resistance to change management

(a) Focus on the specifics and details of the transactional aspects of the work. When people are focused on actually doing the work, they have far less time and energy for engaging in politics.

(b) Focus your attention on the "bread and butter" basic, standard transactional aspects that do not involve "specials" and "exceptions". This will mean that you do not need to involve the "expert" assistance or knowledge of the "queen bee" political movers and shakers.

(c) Isolate and group together all your "specials", "exceptions", work-arounds and non-standard transactions for the attention of "special ones" those you have identified as political movers and shakers - or as they like to see themselves - the "queen bees".

(d) Take advantage of the increased opportunities to build relationships and communicate with people as you engage with them on the specifics and details of the transactional aspects of actually doing the work.

(e) As a guiding principle, always remember that politics is a practice - it's all about reaching mature compromises, developing relationships and getting results; always draw a distinction between the people and the problem; focus on interests, not positions; always seek options for mutual gain; and always apply objective criteria.

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Conflict Resolution Tips For Change Management Teams

Collaboration within and between teams is an essential facet of organisational life in general and change management in particular. So as a change leader it is helpful to have a basic framework for resolving conflicts within work place teams.

Conflict within teams is natural

Conflict of opinions is inevitable and healthy and necessary to the overall effectiveness and productivity of the team. Team members will have strong opinions with each proponent of a particular perspective having their own carefully considered logic and business case. But team members will also have strong feelings and emotions - especially in the context of a change initiative. It is important to allow the expression of strong opinions and feelings but in a way that minimises destructive conflict arising from polarised positions and escalating tension and disagreement.

Clarify the terms of reference of the team

It may sound obvious but clear terms of reference for the team will go a long way to mitigating destructive conflict. This should include a clear statement of: the purpose of the team; methodologies, tools processes that will be used; time scales; clearly defined individual roles and responsibilities; ground rules and guidelines for participation and behavioural expectations; and defined processes for conflict resolution. Underlying all of this is the understanding and agreement that whilst conflict is inevitable it will be depersonalised.

Depersonalising conflict within teams

The key to depersonalising conflict within teams is focus. Focus on issues and ideas not personalities. When conflict arises acknowledge that it exists. Broad principles for depersonalising conflict within teams are:

# To encourage team members to seek to keep focused on the issues

# To criticise and question the ideas and not the person in discussion

# To understand all angles of the other person's perspective

# To try to see it from the perspective of the other person,

# To identify areas of common ground

Arriving at a shared perspective

Here is an approach that I recommend to building a shared perspective. It is based around 3 core concepts and a process comprising a series of structured steps.

The 3 concepts are:

(1) Our aspirations: What crying need does this idea satisfy? What's vitally important about this? Does this connect with the bigger picture beyond this immediate task or situation?

(2) The "necessary and sufficient" actions that are needed to achieve those aspirations. These "necessary and sufficient" actions can be defined as actions that focus on all aspects of what's required to achieve anything - and in a way that is very clear and operationally effective.

(3) The limitations, constraints and externally imposed conditions over which we have no control. These limitations are circumstance, factors and issues - that may be arbitrary, unfair, unrealistic - that we may not like, that we may fundamentally disagree with - that are immovable - that are non-negotiable - that we cannot change and have no control over - that determine the environment in which we (a) either accept and work within to fulfil the "necessary and sufficient" actions to deliver our aspirations, or (b) reject, remove ourselves from the environment and work elsewhere

The process is a facilitated process where each team member presents to the group their aspirations and the rest of the group listen quietly and without interruption. In preparation, each person prepares a short informal presentation of their idea, including their view of the impact on their idea of working within the limitations and conditions imposed on the group, and on a scale of 1 -10 (with 10 being highest) what is their realistic "wish list" of "10 rated" "necessary and sufficient" actions to achieve their aspiration. Whilst each person is presenting their idea, the rest of the group make notes and ask themselves the following questions:

# What negative reactions am I feeling to each of my other team members' aspirations?

# How would I edit or change their aspirations so that I am comfortable with them?

# How will my other team members feel about my edited version of their aspirations?

# How can I edit or change my edited version of their aspirations so that they will be comfortable with it (and so that I am still comfortable with it)?

# What is the impact and effect on my aspirations (especially the bigger picture aspects that transcend me) of working within the limitations, constraints and externally imposed conditions over which we have no control?

# What is the impact and effect on my aspirations (especially the bigger picture aspects that transcend me) of not working within the limitations, constraints and externally imposed conditions over which we have no control?

# Am I prepared to accept and work within these limitations or not?

# On a scale of 1 -10 (with 10 being highest) what is my realistic "wish list" of "10 rated" "necessary and sufficient" actions to achieve my aspirations?

# What negative reactions am I feeling to each of my other team members' "wish lists"?

# How would I edit or change their "wish lists" so that I am comfortable with them?

# How will my other team members feel about my edited version of their "wish lists"?

# How can I edit or change my edited version of their "wish lists" so that they will be comfortable with it (and so that I am still comfortable with it)?

After an agreed interval the facilitator asks each group member to re-represent their amended ideas and wish lists of necessary and sufficient actions. All agreed aspirations and actions are brought together as combined team aspirations and actions All points where there are still negative reactions are submitted to the above process until there is agreement. There is sharing of views re impacts of working within limitations or not.

All team members are identified who are prepared to work within the limitations. Individual "offline" discussions are held with any team members who feel they are not prepared to work within the limitations and if agreement cannot be reached they are asked to leave the team.

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Facilitative Leadership - 5 Characteristics of Facilitative Change Leadership

(1) Facilitative leaders exercise advanced communication skills

These 3 techniques can help ensure that your people are involved in the change management process and that they are assured of your interest:

(a) Confirming - your understanding. When you confirm, you verify that you understand what the other person said.

(b) Acknowledging - shows that you value what the other person has said.

(c) Bridging - make links between points you have both made. When you bridge, you make a connection between one or more points that the other person and you have made.

The purpose of all this is to build a shared perception.

(2) Facilitative leaders create the environment where people want to participate

So often I hear CEOs and directors moaning: "But why don't they just do it?"

Another question I often here is: "How can I get them to share ownership of decisions and the outcomes - how do I get them to follow through on their commitments?"

There are 2 aspects to resolving this:

(a) Harnessing the emotional energy of the group

Your leadership style needs to be tranformative and inspirational - it is up to you to exercise emotional intelligence, build connection with your people and to harness the emotional energy of the group - so that feel the possibilities of belonging and cooperating together as a group for the greater good of the group.

(b) Personalise and "emotionalise" the energy for change

People need to know cognitively why the change is so important (vision, strategy, business case etc) but they also need to feel emotionally what it will mean to them personally. They need to feel the personal impact of the change.

The more they feel it the more they will prioritise it - because it matters to them personally.

It then rapidly becomes natural for the facilitative leaders to ask rather than tell groups what they need to be doing, and to ask them what help they need to move forward rather than attempting to control their activities.

(3) Facilitative leaders encourage people to "speak the unspeakable"

Facilitative leaders encourage people to identify and discuss important issues they may be unaware of or unwilling to address - I call this "speaking the unspeakable".

These are often issues that are felt to be "too sensitive", "politically difficult" or just plain fraught to be easily and openly expressed.

Yet it is very often these difficult issues that are key to unblocking log-jams.

As change leader you achieve this by providing the tools, language and process to make this possible.

There are many excellent tools available and you need to select an appropriate tool and process for your situation.

(4) Facilitative leaders recognise that they are changing the culture

If, as part of your preparation and planning, you have undertaken a thorough cultural analysis and planning process you will have been through - and equally important, taken your people through - a process of cognition involving a thorough cultural mapping and analysis of "How we look now" and "How we want to look in future".

You will have a defined a cultural framework for the organisation that identifies the desired-culture (the dominant culture that will exist when the vision for the change is successfully realised) - i.e. "how we will look in the future" .

As you involve your people in this and other processes, you are subtly changing the culture in the desired direction by your continuous involvement of your people in these processes. The new culture slowly emerges.

(5) Facilitative leaders operate from a position of considerable self awareness and emotional intelligence

As a facilitative leader you begin with self-awareness - awareness of your own thoughts and feelings, and how these affect your actions, and how they affect the states of others.

As your self-awareness develops, you begin to lead with an integrity and authenticity that resonates with others, and inspires them to follow.

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Facilitative Leadership in Change Management - What is It?

What is facilitative leadership? The definition and understanding of facilitative leadership has evolved over time, and has emerged from the more familiar term "transformational leadership" which is all about inspiring employees to look beyond self-interest and focus on wider organisational goals. Facilitative leadership requires communication skills, social skills and a collaborative approach.

Facilitative leadership is the opposite style of leadership from the centralised command-control transactional leadership style that is fairly typical of many organisations. It is particularly well suited to the context and environment of change management initiatives.

It is now often viewed as a broad strategy that has been described as: "the behaviours that enhance the collective ability... to adapt, solve problems, and improve performance." (Conley & Goldman 1994)

Key to this is the emphasis on "collective ability" and the facilitative leader's role is to ensure the wider involvement of people at all levels - especially in the informal networks - a key to success in change management.

Whilst the command-control hierarchy remains intact - and it needs to for the exercising of legal authority to ratify decisions - in contrast to centralised command-control transactional leadership, the power here is based on synergy and mutuality and is multi-directional.

Key strategies that are employed include:

Resolving resource issues
Team building
Feedback
Coordination
Conflict management and resolution
Communication networks
Collaborative politics

All of these strategies involve processes that are dependent on informal negotiation and communication.

(1) Facilitative leadership and informal networks

Facilitative leadership recognises and fully utilise the informal networks that exist in organisations. This partly because this type of leader recognises the value of working with and through informal as well as formal networks, and also because the (s)he is a pragmatist and recognises that up to 75% of an organisation's natural leaders and informal networks sit outside of the formal management structure.

In change management, facilitative leadership is a crucial skill that needs to be applied and especially to the informal networks, given that the shadow or informal organisation largely determines the scope and pace of change.

(2) "There is no such thing as a singular success"

At root, facilitative leadership recognises that no one has a monopoly of talent, ideas or solutions and that organisational success is a group effort.

A programme manager friend of mine used to express it this way: "There is no such thing as a singular success"!

From my own experience, I have found time and time again that the answers to the most challenging business issues, project and programme failures and performance problems always - without exception lies with the front line staff - those directly involved in "doing it". All you have to do is ask them, listen to them and then act upon what they tell you - with their support.

(3) The importance of trust

Ultimately, all of these strategies and processes rely on trust: "...a letting go of control and an increasing belief that others can and will function independently and successfully within a common framework of expectations and accountability." (Conley & Goldman 1994)

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Dealing With Resistance to Change - 5 Guiding Principles

Here are 5 key aspects to dealing with resistance to change:

(1) Factual aspect of dealing with resistance to change

A well-executed communication strategy is vital to a successful change management initiative, and is integral to dealing with the factual aspects of resistance.

People need facts. They need to know the rationale and the logic for the change. They need to hear the specifics about the intended organisational benefits that will be realised through the change. The structural and content aspect of your communications will benefit greatly from the discipline of a programme-based approach to leading and managing your change initiative.

(2) Emotional aspect of dealing with resistance to change

The idea of the importance of the human and emotional dimension of change is now increasingly mainstream as most of the main thought leaders in the world of change management and change leadership are now speaking vociferously about this. This is also an integral aspect of a well-executed communication strategy, and is a key function of change leadership - "primal leadership" as Daniel Goleman now defines it.

(3) Personal aspect of dealing with resistance to change

If your people don't like you - if they are resistant to you - you've got problems. An frequently overlooked and ignored factor is YOU as change leader.

Given that the primary causes of failure in change initiatives are all people related, it seems fairly self-evident that change leadership requires some very special qualities in the person[s] leading the change. So getting this component right yet another critical element of leading a successful change initiative.

(4) Individual and collective capacity for change

There is a point beyond which individuals and organisations just cannot change - even if they want to. This is yet another often over-looked factor. It is assumed that given enough information and support just about anything is possible. In theory it may be - in strategic reviews and planning exercises - but in practise it isn't.

There are very real limits as to how far and how fast people and organisations can change. In very simple terms those limits are to do with the degree and level of individual and organisational evolution. There is an evolutionary path of progression that we all follow as our awareness and capabilities expand in response to increasingly complex changes in our external environment.

So to take a simple example, an individual cannot jump from childhood to adult maturity in one step and without evolving through all of the intervening stages of development. To make practical use of this understanding it is necessary to have a cognitive map and simple tools of analysis to facilitate our understanding of this.

In a change leadership and management context, this can be cultural mapping and analysis and also the selective use of a range of maturity models. For example, this could include project, programme and change management maturity models

(5) Acceptance of the limitations of change

One final dimension that is rarely, if ever, discussed in dealing with resistance to change, is that however well a change initiative is prepared and delivered, "stuff happens" - often unexpected "stuff"! The unpalatable reality is that regardless of whether we accept it or not, there are significant aspects of our personal and organisational lives that are out of our control.

In the context of an organisational change, the experience for many, many people is that change is imposed upon them, and even senior management often find that they are considerably constrained by factors totally beyond their control. All of these things are frequently very stressful and often not fully resolvable. And so the remaining necessary skill is learning to recognise and accept the limitations of the situations we find ourselves in.

As the old saying goes, we need to figure out what we can change and also what we can't change and have the sense and grace to know the difference and live with it - something that is rarely, if ever, taught in management training!

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Dealing With Resistance to Change - The Best Change Management Approach

Resistance to change is a very natural and healthy reaction! As a generalisation, the older you get the more likely you are to resist change - you've seen it all before, you know what works and what doesn't, so why change it now?

Sources of resistance to change

The 2 fundamental sources of resistance are fear and aspiration.

Resistance to change in an organisational context often makes sense, and a healthy fear of change is a necessary and integral protective aspect of our survival mechanism. Very often we are right to be fearful of the potential consequences of a change and especially of an imposed change - and as it really may be detrimental to our best interests and survival in our current environment.

Uncertainty about the impact of the change and the extent and nature of that impact is another big factor in resistance to change. This is what I call "aspirational resistance" in other words: "What's in it for me" and: "Is it good for me or bad for me?" Until we are clear about the answers to these questions we will resist change.

So, to a very large extent, resistance to change is the default setting for adult behaviour, and frequently the level of resistance increases in direct proportion to life and work experience, for the very simple reason that: "We have seen it all before!"

Causes of resistance to change

In my experience, in an organisational context, the biggest causes of resistance to change are the behaviour and attitudes of the leaders introducing the change and the managers seeking to implement it.

The specific reason for this lies with their failure to take comprehensive account (often the failure to take any account) of the impacts of the change. This includes paying special attention to the assessment and mitigation of these impacts upon those people who will be most impacted by the change.

The best leadership and change management approach to dealing with resistance to change

The best strategy for dealing with resistance is not to have to!

A change leadership that is self-aware and exercises high levels of emotional intelligence will be sensitive to the emotional dimension and the need to recognise and help people through the transitions they will pass through as they adjust to the organisational change that is impacting them.

A change leadership and management that will recognise the importance of the cultural dimension and will undertake a thorough cultural analysis as a foundational and integral aspect of the change planning and preparation process

A change leadership that understands the major change models - the concepts, and the thinking, behind them. The leadership team recognise the need for a holistic comprehensive change framework that will bridge the massive gap between their strategic vision and the ultimate realisation of the intended organisational benefits.

They are aware of the critical disconnects that occur between management and employees of the organisation, they know where are they are and how they arise.

They make full use of the "shadow organisation" the web of informal networks and will plan and implement the different phases of the change initiative with forethought and skilful preparation and planning.

A change leadership and management that will also fully understand the need to manage the task level aspects of programme implementation. They won't make the common mistake of assuming that because they have told people what they want to happen that it will happen. They know that they need to provide hands-on detailed management in the specifics of what to do and how to do it.

Ultimately they will know that to a considerable extent there are many complex and inter-related aspects to a truly successful change initiative, and thus dealing with resistance to change is rather like handling a Rubik's cube.

So, to personalise this, if you have planned thoroughly and addressed all of the key areas in successfully leading and managing change, you will have removed many totally unnecessary and predictable causes and sources of resistance. You will also now understand where and why resistance remains.

Find out more about: Dealing With Resistance to Change.

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