RESPONDING TO CHALLENGERS Conflict, change and leadership

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1 Presentation by Penny Mudford Building Dairy Environmental Leaders Forum Palmerston North, NZ 7 November 2007 RESPONDING TO CHALLENGERS Conflict, change and leadership Introduction In political environments change is constant. Just when things seem to be leveling out on an even keel and individuals or groups are progressing toward reaching common goals one or more variables can reshape a hard earned consensus. In leadership the ability to deal with these constant changes and challenges is necessary if we are to lead and influence change in the direction of our individual or group values and needs. Leadership is about being a challenger and at the same time dealing with opponent challengers. Although this paper deals primarily with how to deal with challengers through awareness and with practical skills the solutions put forward will also help leaders to be more effective in challenging their opponents using a collaborative approach to dealing with conflict and change. What is a Challenger? A challenger is a person who holds a different view of the world and who seeks to persuade those around him or her that their view is the right view. Holding a different view of the world in itself is not necessarily a challenge. However, to question or engage in argument around these different views and competing ideas does. It is this engagement around competing ideas or views which is what we call conflict. It is the role of leaders to challenge fixed ideas and views and to test the assumptions of both their own people and that of their opponents. Successful Resolution World Limited 2007 Page 1

2 leaders are able to move beyond the challenge phase and lead people through conflict toward collaboration. Conflict Conflict is defined as an incompatibility of goals or values between two or more parties in a relationship, combined with attempts to control each other and antagonistic feelings toward each other (Fisher, 1990). 1 Conflict is perpetuated by many different forms of behaviour. Challengers can be passive and manipulative or outspoken and vocal. Conflict at its extreme is physical and violent such as in cases of physical abuse and war. We come across challengers in all areas and at all levels of human interaction Intrapersonal conflict we can be our own challenger where conflict exists in our head between two or more competing ideas. Internal dialogue is what we do when we have difficult choices or decisions to make. Interpersonal conflict occurs when two or more people have incompatible needs, goals, or approaches in their relationship. Personality conflict an extension of interpersonal conflict is where people have different motives, values and styles in their way of dealing with people and situations. Intergroup conflict between communities or groups of people with different group values such as with ethnic differences. Competition for resources is a common factor in intergroup conflict such as when unions negotiate with management over employee wages and benefits. Multi party conflict exists where different interest groups and organisations have varying priorities over the availability of or access to scarce resources, eg: watertakes for collective irrigation schemes. International conflict occurs between states and countries over values, power and the competition for resources. 1 Ron Fisher, PhD. International Peace and Conflict Resolution School of International Service, The American University Resolution World Limited 2007 Page 2

3 Demystifying Conflict Conflict is simply a difference or disagreement between individuals or groups of individuals arising out of contentious or competing interests and needs. Conflict is a normal state of being for human relationships and social environments and is not necessarily a negative state. Conflict often has a legitimate cause or source and arises from two or more competing views. Conflict is as much about you as it is about them. This is because when we engage in conflict we are affected not only by the competing views of those involved but also by our own emotional state and reactions. We invest emotionally in conflict for a whole range of reasons including such things as a desire to win (be right ) or a fear of losing (being wrong ). Positive outcomes of conflict There can be positive outcomes from conflict. The tension created by conflict can provide a means of finding a balance in the relationships between individuals or groups. Conflicting views can lead to useful discussion and dialogue where we can gain a better understanding of the other person s story or point of view. Through conflict we can better clarify the boundaries between individual freedoms and social responsibility, or rights versus responsibilities. The conflict zone The following diagram illustrates where conflict sits along the Conflict and Dispute Pathway 2. When we engage in dialogue or argument with people who hold opposing views and with whom we wish to persuade toward a different point of view we effectively step into the conflict zone. Conflict is fluid and moves with people s changing ideas and perceptions. The concept that we can engage in conflict simply for the purpose of participating in dialogue on critical issues may seem uncomfortable to some people. However, collaboration does not happen on the outside of the conflict zone but instead it occurs in the midst of the dialogue and debate that goes on between opponents. This occurs inside the conflict zone. 2 Conflict & Dispute Pathway, Resolution World Ltd 2007 Resolution World Limited 2007 Page 3

4 If leaders wish to be part of critical debate and participate in making and shaping decisions that affect their present and future then they will need to get used to the idea of engaging with their adversaries. When armed with practical skills for dealing with conflict leaders have the tools to build collaborative relationships with their adversaries despite their incompatible goals and values. conflict zone pre conflict accelerated conflict dispute point of engagement Conflict & Dispute Pathway Resolution World 2007 It could be said that at that point at which contesting individuals agree to disagree they then have a dispute. There are a range of dispute resolution options for people to pursue should they desire or require resolution or settlement of the matters in dispute. Possible dispute resolution options are: Negotiation Facilitation Mediation Conciliation Adjudication (private or quasi-judicial, eg: Court Tribunals) Arbitration (quasi judicial) Litigation (judicial ie: Courts) Resolution World Limited 2007 Page 4

5 It is neither probable nor necessary for all conflict to be resolved or to end in dispute. Much conflict is managed or resolved by the individuals or groups involved or alternately by the assistance of third-party experts such as facilitators and mediators. Practical skills for dealing with conflict The following are some practical skills which are helpful for individuals to develop when dealing with conflict. Communication When people are involved in conflict they have less open communication than when they are operating in a trusting and positive environment. Successful leaders often invest in developing their language, public speaking, listening, and non-verbal skills through training, targeted reading, and personal experience. Thinking, analysis and reasoning Thinking is a process where we move from one idea to another. These ideas are based upon our stored knowledge and past experiences. The process of thinking enables us to integrate new information into our body of knowledge. With analysis we select and reject information to fit our existing views and ideas about things and situations. Reasoning is the process of drawing conclusions from putting together existing ideas with new selective information. Behaviour When we are in the conflict zone our behaviour plays a part in how the conflict is managed. Behavioural skills are as critical as communication and thinking skills. It takes self-awareness to know what behaviours we are emulating and to know whether we are using appropriate behaviours for the situation. With the exception of being verbally or physically aggressive or abusive, behaviours are not necessarily right or wrong. It is more a question of using an appropriate behaviour for a certain situation. For example; responding to an aggressive challenger may require a direct and assertive response, whereas, responding to a challenger who is distressed or distraught may require a compassionate and empathetic approach. Resolution World Limited 2007 Page 5

6 Process In cases of public meetings, formal meetings, dispute resolution processes, and court hearings, there are appropriate procedures to follow. When dealing with conflict through the presentations of submissions and claims the knowledge of process and procedure can assist participants greatly. Interest based resolution techniques When we work with the issues and interests of people s conflict rather than battle on with people who hold fixed positions we are then able to approach conflict in a more collaborative way. Issues An issue is an underlying need which an individual or group wishes to have satisfied. The issue is the story that sits at the heart of the conflict. We can phrase issues as problem-solving questions. People in conflict tend to present their issues in the form of positions. Interests In the context of conflict, an interest can be any of the following: a right or entitlement; a perceived right; or a desire or need. Upholding a Position When individuals or groups are unbending in their view and reject the suggestion that there is any other way of looking at an issue we say that they are taking a position. This is the basis from which positional bargainers operate in negotiations. A position can be defined as a point of view, attitude, or a place for tactical reasons. 3 3 Definition Collins Paperback Dictionary Resolution World Limited 2007 Page 6

7 Parties commit themselves to a position for a variety of reasons: 4 It meets intangible psychological needs They feel it is the best solution They believe other parties do not know what is best for them They believe they can weaken resistance if they continue to argue their position They believe they have the power or influence to force their solution on the other parties It helps to know why other people hold strongly to their position. Once we know why, then it is easier to be curious and enquire about relevant facts to help us understand the other party s point of view. People who invest heavily in a position tend to look for ways to uphold their rightness. Four ways to be right and the dangers of rightness Edward de Bono 5 suggests there are four ways to be right. However, there are traps for those who insist of being right-minded without first factoring in other options and potential outcomes. The following list shows the types of rightness de Bono talks about. Emotional rightness feels right, therefore it must be right is based upon intuition or gut-feeling Logical rightness answer arrived at as a result of reasoning processes a + b = c and c a = b, therefore it must be right an investigative approach which is process driven Unique rightness the explanation or idea must be right because there is no other explanation available an unrivaled view Recognition rightness 4 Moore, C W The Mediation Process: Practical Strategies for Resolving Conflict, 2 nd Ed 5 De Bono, Edward Practical Thinking (Pelican Books) Resolution World Limited 2007 Page 7

8 a particular combination of matching features means only one thing, that the explanation must be right a diagnosis approach When we hold our own particular view as to what is right we may be simply hanging on to our own conditioning and self-interest without realising that we are doing so. In the book Different Conversations: How to Discuss What Matters Most 6 the authors comment that [the] tendency to develop unconsciously biased perceptions is very human, and can be dangerous. It calls for a dose of humility about the rightness of our story, especially when we have something important at stake. Getting past being right Being right is a fault of human thinking arising out of a yes/no system. 7 We are drawn to a yes/no approach by a need for certainty because the alternatives, uncertainty and doubt, are states that make us feel uncomfortable. However, in conflict when we win, or maintain our rightness, at any cost we are at risk of developing a type of arrogance that is difficult to shift. The types of rightness arrogance de Bono talks about are (i) no alternatives; (ii) no change; and (iii) no escape. However, there are always alternatives, there is constant change and if we are creative then there is always an escape. The way to get past being right is to abandon the yes/no system which is a closed system. The alternative is to move to an approach based on curiosity, enquiry, and openness. Responding to challengers When we respond to challengers with curiosity and enquiry we are engaging with openness and we influence the direction which the conflict is heading from a closed yes/no system to an open and collaborative system. The rewards of being open and curious in conflict are: 6 Stone, Patton, and Heen of The Harvard Negotiation Project, Difficult Conversations: How to Discuss What Matters Most (Penguin, 2000) 7 De Bono, Edward Practical Thinking Resolution World Limited 2007 Page 8

9 positive engagement with individuals participation by the wider group(s) increased knowledge of the issues greater understanding of each others interests greater options to choose from collaborative outcomes which are more enduring than yes/no outcomes Conclusion In environmental leadership, conflict and change are certainties. Where natural resources are hotly contested by groups with competing interests, the yes/no system fails to deliver workable outcomes. Challengers from all sides will need to move to a more open and collaborative system of dealing with conflict and change. One where groups understand each others needs and despite their incompatible goals and values find compatible and sustainable options for the future. Penny Mudford FAMINZ(Arb)AMInstD PO Box 1563, Wellington 6140, NZ Telephone: +64 (0) Mobile: + (0) penny.mudford@resolutionworld.co.nz Penny Mudford is an arbitrator, mediator and, conciliator. She is director of Resolution World Limited, a company which specialises in conflict and dispute resolution in the areas of commercial, rural and relationships. Penny is a former dairy farmer and between 1993 and 2000 held various leadership roles in the rural sector and dairy industry. She completed the Kellogg Rural Leadership Programme at Lincoln University in Prior to establishing Resolution World, Penny held the position of CEO of the Arbitrators and Mediators Institute of New Zealand Inc. Resolution World Limited 2007 Page 9