There is a clear tendency to identify trouble makers based on individual’s perceptions or past experience. We often relate to someone else behavior, on single characteristics that are dominants. In other circumstances we are comparing behaviors in the same group assuming that all individuals belonging to that group shall behave the same way. This is forcing individuals to adapt their behavior in that group, not necessary producing the best outcome in term of performances or motivation.

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Managing Conflict in Organizations & Dealing with Unethical
choices
Identify the Conflict
There is a clear tendency to identify trouble makers based on individual’s
perceptions or past experience. We often relate to someone else behavior, on
single characteristics that are dominants. In other circumstances we are
comparing behaviors in the same group assuming that all individuals belonging
to that group shall behave the same way. This is forcing individuals to adapt
their behavior in that group, not necessary producing the best outcome in term
of performances or motivation.
It is then very important to identify the right cultural motivation in each individual
before hiring them. In one past experience, I went for a job interview in a
medium sized telecom company and I experienced several interviews with
several people in the same company. I would probably say around 15 different
people that has interviewed me and understand if my cultural and background
was fitting the rest of the company. The position was very technical but very little
emphasis was given to the technical knowledge.
This clearly shows the importance of conflict avoidance at the early stage of the
process. New hires can develop technical skills but they cannot change their
fundamental behavior. I have to say also, that this company was hiring foreign
workforce for the first time. The typical limits due to stereotyping and wrong
perception, clearly applied during the whole hiring process.
Unethical choices
In the example we are reading about corporate values and role of a 63 year
old –white USA president, taking seriously obligation for his stockholders. In many
papers I’ve been reading on the topic I understood the importance in the
relationship between company’s executives and their respective stockholders.
Unfortunately, his is not always what happens in real business life.
In a recent case involving a leading American supplier of networking
equipment (AAA) and network management for the Internet, and local
Norwegian manufacturer of telecommunication equipments (BBB), I’ve learnt of
unethical behavior from both side’s executives and their respective

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shareholders. AAA, in the attempt of buying BBB put forward a compensation
plan directed towards executives for BBB, aiming at acquiring the company at
agreed price, far below shareholders expectations. AAA had secured CEO and
eight other BBB leaders valuable bonus deals before the company put into the
bid. This information was disclosed when shareholder were “forced” to accept
the bid.
Introducing the Role incompatibility
I think that line-staff is clearly the most affected conflict situation within the
company. In many occasion I’ve experienced the different market speed and
customer satisfaction approach. While the R&D are typically busy with their
product line, sales and marketing people are very close to the customer’s need
and fast delivery to the market. When all individuals are sitting around the same
table to discuss product strategy, if a good project leader is not present to direct
the meeting, very often the outcome of these meeting can be very
unproductive due to tensions and conflicts.
In the last 12 months I’ve observed several environmental stress situations. Friends
working for companies in distress financial situation have been severely affected
by the recent happenings. Mostly they have been affected by the high level of
uncertainty of their working position. Despite their competence, their past
performances and consolidated experience in their fields, some of them were
unsure if they would keep their position.
I think, in these cases, a clear and open communication needs to be
established as early as possible. This managerial approach, not only will reduce
conflicts but will states a clear vision in the company’s future.
All employees will then understand what will happen and why. If the employees
will leave the company without knowing the true reason, the whole company
will be affected by these bad decisions. The morale and trust in their managers
will soon go dramatically down.
Understanding his own style in handling conflicts
I was last year at the end of the fiscal year and the pressure was high. I was
dealing with an IT project where the IT manager and an external consulting firm
were involved. As project manager I was trying to close the project according
to budget and deadline. During the whole phase I encountered several
problems presented by the IT manager. He was not happy of my authority in his

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“IT kingdom”. He tried several time to slow down the project and call off the
external consulting firm.
At the beginning of our process, I was very collaborative, trying to find
integrative solution while learning from the IT manager. While the project was
proceeding, I had to alternate compromising situations, aiming at achieve
temporary settlements, to accommodating style, to satisfy his requests and
maintain cooperation. The IT manager was instead avoiding the conflict,
thinking that others could resolve the problem more effectively and, in some
occasion, competing with me to push his own schedule and decisions.
The situation went into a clear conflict when he directly interfered with the
authority I had in the project. He was copied in a mail where I requested a
meeting update with the external consulting firm and then he decided to
answer the mail and cancel the meeting without consulting with me.
Sometime, at the best of our capabilities and intentions, is very difficult to
manage conflict situations. Experience and humility is the right pattern to follow.
The Perception process
Since I’ve started reading about Organizational Behavior I’ve been constantly
thinking “how can I be better in my human relationship?” In all materials that
have been presented to us, I’ve always tried to picture myself in each and every
situation. I’ve then though about principles that may enhance my behavior and
increase my chances to be a better manager.
As the majority of my business partners, I’ve family, upbringing, culture, religion,
life experience; all important elements that are influencing my attitudes. I’m
trying to understand how to translate my values into behaviors. I think the key for
success here is called humility and experience.
When we are young, we often are animated by strong prejudices and values.
Sometime those can be so strong that are making us completely blinded and
unable to judge the real situation. Young managers are very optimistic and
animated by strong core values. I’ve been there and I know how easy is to
throw away judgments without having the competence to make a good one.
Growing in your age and roles, make us more constructive and able to see the
real picture from a balcony view. If we are also able to add a small piece of

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humility, we should then be able to see how good contribution we can make in
our working and private life.
10 points, Manta, what can we learn?
I personally think that every time a conflict arises during discussions, it is, in some
occasions, because we have been unable to clear communicate our plan or
our decisions. Definitely we need to write down every step of the process but we
shall avoid giving the team the feeling we want to be on top of them checking
every step. When we are getting closer to some form of common
understanding, a closure process is extremely important to create the right line
of communication and agreement. Several time I had the impression that what
was agreed was common understanding to everyone. Later, I had to realize
that I was partly wrong and decisions where half way to be completed. I
realized then that is worth an extra minute to repeat and confirm what has been
agreed “repetita juvant”.
Working in a conflict situation
There are conflicts that are not easy to address and the communication is often
an issue. I personally experienced situations where the conflict was generated
because people could not understand each other. When the manager tried to
address the real issue of the problems, the people involved became even more
annoyed. More talks were made; more difficult was to get to an end. The
manager then tried to step back to re-establish some common ground of
discussion. Then the parties in conflicts were unsatisfied because they
understood that the manager was walking away from the problem.
I’m sure we all have witnessed situation similar to that. I think this is very frustrating
because people are approaching the meeting with the intention to have a
direct confrontation.
So, what shall we learn from this? All the theories we are learning to handle
conflicts are extremely good base to start dealing with conflicts. Unfortunately
they are not enough to cope with the multitude of situation and human
characteristics. Our leadership role is to make sure we are blending theory and
experience.
Cosimo Gualano