6 Steps to Sustainable Leadership: Maintaining Harmony

Office Conflict

We all play a role in conflict development. And supervisors need to help all team members understand how conflict develops and what we can do to manage it.   

This is critical to enabling the team’s ability to maintain harmony, maximize its strengths and consistently exceed expectations.

On Leadership and Self-Deception

The most influential book I have read on this topic is Leadership and Self Deception from the Arbinger Institute.

The model of collusion presented in this book provides an excellent explanation of our tendency to distort others’ actions into “self-justifying” reasons for judging others.

This is happening as we see ourselves as good, hardworking, and honest.

In reality, this self-image is seldom the truth, as we often engage in negative politics and confrontations that simply hinder the teams’ ability to achieve the best results possible. T

he consequences of this can range from team members avoiding each other to full-blown HR issues requiring hours of valuable time.

This often results in less than stellar performance and a huge waste of resources.

Graphically Speaking

The graphic below does a wonderful job of illustrating how conflict usually develops

I see I do They see They do

Starting with Step #1:

Someone acts

Then in Step #2:

We “ass_u_me” that our distortion of their action is what the other person actually intended.

We then act Step #3:

In a way that actually is intended as some sort of retaliation or attack.

We then come to step #4:

Where the other person sees our retaliation or attack.

At this point, it really does not matter what their actual intent was in step #1.  By now, conflict has “locked-in” and we are “in the box.”  This is completely irrational but amazingly common.

Not-So-Rosy Glasses

Based on our tendency to distort others’ actions, we tend to see what others do in ways that maximize our frustration.

I often find that our assumptions about others’ intentions are wrong.

It is a lot harder, however, for us to give them the benefit of the doubt and drum up the courage to ask the other person’s intent.

Instead, we typically just get frustrated from someone else’s action, let that frustration grow into negative energy and allow the shadow areas of our personalities to lead us into conflict.

Authority can be a double edge sword!

Lasting Repercussions

Imagine how unfair this process can be when management distorts what staff members do in ways that affect an employee’s performance rating.

This can be one of the most damaging actions a supervisor can make.

When we are given supervisory authority over others, we have to be extremely careful to verify our assumptions as authority can enhance our need to be “right” and justified in our assumptions.

There is nothing more detrimental to staff morale than being incorrectly judged by management.

In addition to hurting employee morale, supervisors can cause an immense amount of damage if they incorrectly interpret the actions of their peers and share their distorted assumptions with their direct reports.

This often leads to issues across departments in an organization.

Acting Responsibly

Supervisors, above everyone else, must understand the damage they can cause by engaging in collusion with direct reports and their peers!  If they don’t, they can negatively affect performance in their department and across the organization.

  • What is a supervisor to do?
  • How can management ensure that distortion and assumptions are not driving their actions?

While we may not always be able to maintain harmony and completely avoid our tendency to distort others’ actions, using feedback as a strategic organizational tool can greatly improve our odds of avoiding costly assumptions in the workplace.

Implementing a feedback mechanism is the focus on my next article, “6 Steps to Superior Leadership:  The Feedback Mechanism.”

**********

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Learn, Grow & Develop Other Leaders

——————–
Al Gonzalez is Founding Partner at GIVE Leadership
He helps clients develop trust and leverage the strengths of all team members
Email | LinkedIn |  Twitter | Web 

Image Sources: intechnews.ru

7 Responses

  1. Right on Al, Great post.
    I think assumptions really are the basis for a lot of unnecessary problems in the workplace. As a management consultant I see this trend a lot where by a manager will deliberately sabotage the success of some rising stars in his department because he is afraid that one of them might steal his job. I wonder what your thoughts are on that!!

    • Thanks Patrick, I have seen this as well. In terms of leading sustainable teams, this type of behavior is the exact opposite. Amazing how fear can affect us.

  2. Great article. This works both ways, not just for managers. We all should perform hansei (introspection), and be willing to make sure we don’t make these mistakes.

    • Thanks for your comment. I agree with you as well. We all need to be careful of our assumptions.

  3. Recently hired a new team and from day one I have preached “assume positive intent!”

  4. [...] 6 Steps to Sustainable Leadership: Maintaining Harmony [...]

  5. Sounds a lot like Agyris’ “Ladder of Inference!”

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