Conflict Resolution

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Leaders are expected to productively handle many issues within an organization. For instance, scheduling and deadline issues, resource shortfalls, personnel morale, and so much more. But one important aspect to leadership is conflict resolution. In this day and age, it’s hard to imagine a situation where a leader is not addressing some sort conflict in the workplace. According to Mike Myatt (2012), “Leadership is a full-contact sport, and if you cannot or will not address conflict in a healthy, productive fashion, you should not be in a leadership role.” When leaders have the skills to deal with conflict responsibly and professionally, it has the potential to produce creative solutions to complex issues. “Conflict is the lifeblood of vibrant, progressive, stimulating organizations. It sparks creativity, stimulates innovation, and encourages personal improvement” (Whetten & Cameron, 2016, 306).

This week’s course assignment is to “describe an example of a successful conflict resolution that you have either witnessed or participated in.” Although I could select numerous examples I have witnessed and/or been a part of during my time in service and in State government; I have elected to describe an experience that occurred while I was a young officer that had very real consequences to myself and others. Most importantly, this experience set the foundation for all subsequent conflict resolution situations by reinforcing principals that have guided me towards a fair and realistic resolution since. Those principals are: 1) Never negotiate the safety and wellbeing of my folks/subordinates, 2) Listen to what (issues) the person(s) is saying and how they are saying it, 3) Emotional control is essential, 4) Misunderstands has dire consequences for both sides.

While serving as a platoon leader in Iraq, I was charged with training Iraqi police to improve their policing capabilities, limit corrupt behavior (by the Iraqi police) and improve Iraqi police and local community relations. On one particular morning, while I was discussing training with the Iraqi police commander at the station, I received information from one of my squad leaders that a large crowd (local Iraqi’s) has assembled at the edge of town. When I asked the station commander what he knew about this, he stated that the group was protesting the security issues in the area. Not long afterward, I was informed that this large group, estimated to be 150-200 individuals, was now moving to our location at the Iraqi police station. As the group approached our position, I had our security adjusted in the event of an attack. Once our security was reinforced, the station commander and I both walked out to the large group where we were met half way by three elder gentlemen. Not sure what to expect, I focused on those in my immediate area and what I could control, which was control of my emotions so that I could communicate effectively with the group leaders. It was clear to me while standing in-between my highly armed Soldiers and this group of local Iraqi’s (not visibly armed) that one misunderstanding could have severe consequences for both sides. After exchanging respectful pleasantries, (long story short) the eldest of the gentlemen indicated that that the local community was tired of not having the basic essentials (power & water), not being safe in their community from the militia known to operate in the area, and feeling like the local police were not capable of dealing with the threats. After summarizing what I understood about their concerns, I reassured the elders that they had valid concerns, concerns that would frustrate anyone in any part of the world. Furthermore, I showed appreciation for the courage it took to unify the community and voice these concerns to us when at the time it was an unpopular act to give the perception of working with U.S. forces. I explained that some of these concerns required the attention of a higher command (much higher than mine), but that I would submit a report outlining their concerns and invite them to join in future discussions. Moreover, with the concerns that were within my scope of influence, such as the police capabilities and training, I invited the elders, with the station commander’s consent, to observe and provide input on behalf of the community on the progress of the police training. Surprised with the gesture, they happily accepted our invitation which set the stage for future productive discussions.

As I mentioned above, through this “real world” situation I learned first-hand the fragile state negotiations have during conflict resolutions. Though this example may be on the extreme end compared to other workplace conflict resolution examples; the fundamentals and principles remain applicable and for me a vital learning experience to build on. As such, during subsequent conflict resolution situations, I have been able to use these fundamentals and principle to facilitate an agreed upon and productive course of action,

References

Myatt, M. (2012). 5 Keys of Dealing with Workplace Conflict. Forbes. Retrieved on March 29, 2016 from http://www.forbes.com/sites/mikemyatt/2012/02/22/5-keys-to-dealing-with-workplace-conflict/#3e895b5315a0

Whetten, David A.; Cameron, Kim S. (2015-05-20). Developing Management Skills. Pearson Education. Kindle Edition.

Self-Awareness

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Having been exposed to numerous leadership theories and concepts in my Master’s in Leadership program (MSLD), one topic that has really resonated with me is the topic of self-awareness. As a leader or manager of others, one has to have a firm grasp of who they are, what they are capable of, know their strengths & weakness, and initiate change or adjust to their situation or environment. Thus, by properly exercising self-awareness, one has the ability to search internally to improve them self and continuously grow. “The knowledge we possess about ourselves, which produces our self-concept, is central to improving our management skills. We cannot improve ourselves or develop new capabilities unless we know what level of capability we possess” (Whetten and Cameron, 2016, p. 45).

As a former military leader, I have to some degree, used self-awareness personally and professionally. However, as I have learned more about self-awareness and the critical thinking involved, I can say with certainty that my previous understanding and practice of self-awareness was rudimentary at best. Specifically, not having the ability at the time to further explore deeper levels of thought and understanding as we are required to do in the MSLD program. Yet, for the sake of learning and exercising my self-awareness skills, I will identify particular situations during my time in service and attempt to view the situation from a different lens and how I dealt with the situation or how I was affected by the situation from a leader stand point and a personal stand point.

Of the “Five Core Aspects of Self-Awareness,” which include: “Emotional Intelligence, Core Self-Evaluation, Values, Cognitive Style, and Attitudes Towards Change” (Whetten and Cameron, 2016, p. 49), I actively seek to improve is emotional intelligence. “Emotional intelligence refers specifically to: (1) the ability to diagnose and recognize your own emotions, (2) the ability to control your own emotions, (3) the ability to recognize and diagnose emotions displayed by others, and (4) the ability to respond appropriately to those emotional cues” (Whetten and Cameron, 2016, p. 50). With a background leadership and in law enforcement, much of my daily interaction with others involved these aspects of emotionally intelligence. Especially when dealing with someone in a highly charge emotional situation. I learned that each situation was different, specifically, each person responds differently to certain stressors. Having the ability to recognize behaviors by others and responding appropriately to cues is vital to effectiveness and safety. Furthermore, by maintaining control of my emotions in a given situation was paramount in conducting myself professionally.

As I noted above, through my development of understanding about emotional intelligence as it relates to self-awareness in the MSLD program, I believe I now have a more thorough grasp of viewing situations from other perspectives. Moreover, I have incorporated this understanding more into my personal interactions with family, friends and others in general. I find myself exploring and taking others perspective into account and the influence I have in my dealings with them. I feel confident that as I progress through the MSLD program, I will gain more insight of myself and the way I work with others, which will improve my effectiveness.

References

Whetten, David A.; Cameron, Kim S. (2015-05-20). Developing Management Skills. Pearson Education. Kindle Edition.

Gender

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In identifying effective leadership, evaluation of the leader’s past performance and expectation of the leader’s future potential are critical for ensuring the right person is selected for the right position, regardless of gender. Ideally, this would be the most objective process; however, this may not always be the case. Gender equality has been a significant issue over the past decades and even more so today. In fact, as Rosabeth Moss Kanter points out in her interview with the Harvard Business Review, as women representation within leadership positions has increased over the years, reaching the “peak” of many organizations remains an issue due to the overwhelming obligations that require many of these leaders to prioritize their duties as a leader above existing responsibilities (2010). Indeed, the demands of a leader are great and the expectation for the leader to be available to address these demands is equally challenging for both men and women. Kanter adds to this by stating that “the greedy and demanding nature of the very top jobs” is a large part of what prevents some women from seeking or wanting these positions.

Women (leaders) that occupy top level positions in the corporate sector pales in comparison to their male counterparts who have traditionally held these jobs. However, “Companies with a high representation of women board members significantly outperformed those with no female directors, according to a 2011 Catalyst analysis of financial results at Fortune 500 companies” (Egan, 2015). The diversity that is needed at all levels of leadership is vital to an organizations operational objectives and strategic direction. In fact, Matt Egan states that “having leaders with diverse experiences and backgrounds often translates to financial success. That's largely due to the fact that women bring different skills than men and that can lead to more thoughtful deliberations about risk-taking and appealing to female consumers” (2015).

It is the responsibility of organizational leaders to establish a culture that supports gender neutrality and equal leadership opportunity for those seeking and possessing the qualities for increased responsibility. Yukl (2012) tells us that “In the absence of strongly differentiated gender-role expectations, men and women leaders are less limited in their behavior, and there is less bias in how their behavior is evaluated by subordinates and by bosses” (p. 366). For anyone who internalizes themselves to be a leader and are willing to endure sacrifices, should pursue every opportunity to seek tasks or positions with increased responsibility. Moreover, the leader must also make a realistic evaluation of their skills and abilities to ensure that they have the necessary knowledge and experience to be successful, oppose to “biting off more than they can chew” With a carefully planned and resourced leaders training program, an organization would ensure that both men and women are prepared and suited for such an opportunity.

Reference

Egan, M. (2015). Still mission: Female business leaders. CNN Money. Retrieved from http://money.cnn.com/2015/03/24/investing/female-ceo-pipeline-leadership/

Kanter, R. M. (2010). Women, Ambition and (Still) the Pay Gap. Harvard Business Review. Retrieved from https://www.youtube.com/watch?v=EhquUOlBuOY&feature=youtu.be&t=5s

Yukl, Gary A. (2012-02-09). Leadership in Organizations (8th Edition). Pearson HE, Inc.. Kindle Edition.