Replying to LO15573 -- from Stuart Harrow
"So problems tend to build up, and the very skills needed to resolve
conflicts are not developed, partly because they are not called into use.
If "no bad news" is sent [or received] there is no need to develop these
very critical conflict resolution skil ls. "
Bonjour Stuart,
Thanks very much for your comments on conflict resolution. I too thought
that this thread might go a little further than it did, but I guess my
initial post was too succinct to generate any heat.
I found your comments very enlightening in the context of communication in
the organization in general - and especially the 'no bad news' aspect, you
are so right! We went through 5 years of chaos, but everyone was supposed
to keep their chin up, only generate positive feedback, and the power
structure was not even strong enough to incorporate any good ideas if they
did make it to the top. You're also right in that communication was one
way (down), and comments from the bottom up (even though they preached
from the pulpit that they wanted it) were never given any power. How many
times were we told that we were the Museum's most precious assets given
that we are a knowledge based organization (the human resources thread can
argue the effect of being cal led an asset!?!) And yet to me there has
always been an underlying sense that 'if employees could just stop
creating so much resistance, we could finally get our buts in gear'.
Given that the restructuring and financial adjustments are apparently
complete, there is a sense now that we are moving on. Nevertheless, you
are right, directors and managers just don't have the skills to operate in
a more facilitative environment - neg otiation skills, conflict resolution
skills, consensus building, etc.
We are just now addressing those needs (finally, after years to trying)
with Management Committee. In planning this training and speaking to
managers, it amazed me to see how frightened those managers are of their
employees. When they enter the cafeteri a, they feel that no-one wants
them at their table, if they walk around their division, they feel like
their employees think they are spying on them. What a terrible way to
feel about your co-workers!
We are piloting this training with upper-managers as a first step in
Facilitative Management training, and then will be moving outward into the
organization to get everyone up to speed on these types of skills.
Any suggestions on ways to proceed? These managers with their chiefs, and
then chiefs with their teams; or complete divisions; or mixing divisions
together to encourage some cross-communication (we have a tendency to work
in parallel columns to a large d egree).
I'm without a manager or director to consult with at this time due to
downsizing and illness, so if you don't mind I'll be asking some questions
here to guide me a little - it sounds like many of you have lots of
experience in this area.....
Merci beaucoup
Suzanne Sauvi
ssauve@mus-nature.ca
--Suzanne =?ISO-8859-1?Q?Sauv=E9?= <SSAUVE@MUS-NATURE.CA>
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>