Is Conflict Bad?

Is Conflict Bad?

Conflict & Co-operation in the work place.

Many of us think that conflict is always bad. That's not true. There are actually two kinds of conflict that occur, and learning which is which will help you handle each type better. Read the article to learn the differences. Please note that all material is protected by copyright.

Conflict & Cooperation In The Workplace 

One topic that is of interest to most people in the workplace is conflict; how it works, how to avoid it, and how to deal with it when it occurs. It is indeed the rare organization that doesn't have to face the issue of conflict, and how to harness it so that it produces positive results rather than destruction. 

In this article, we are going to look at some important elements of conflict, how it escalates over time, and suggest a few general strategies for dealing with it. 

Two Types of Conflict 

In the workplace (and almost any setting), you are likely to find two forms of conflict. The first is conflict about decisions, ideas, directions and actions. We will call this "substantive conflict" since it deals with disagreements about the substance of issues. The second form, "personalized conflict" is often called a personality conflict. In this form, the two parties simply "don't like each other much". 

Substantive Conflict 

Substantive conflict can occur on just about any issue, but its moving force is that the two parties simply disagree about an issue. This can be a good thing or a bad thing. Handled correctly parties in conflict can create, for themselves and those around them, the ability to resolve an issue with something creative, something better than either party's original position. Let's look at an example. 

A branch manager and a staff member are in conflict over work hours. The branch manager expects all staff to work standard hours, beginning at 8:00 am so that the public will receive service startingfirst thing in the morning. The staff member wants to begin work at 9:00 am, because he has child careresponsibilities. On several occasions the staff member has arrived late, which makes it appear to the manager that the employee is being deliberately unwilling to follow the rules. 

Rather than the situation deteriorating, the parties approach the situation, not as one that should be won, but with an eye on solving a problem. After discussing the situation, (and understanding each other's needs), they realize that a) almost no customers call in the early morning b) the few that do can be handled by other staff who like to be in at 8:00, and b) there are more customers calling in between 4:00 and 5:00 pm. The parties agree that it makes sense to modify work hours. The result: a happier employee and better service.

The benefits would never have occurred if this conflict hadn't occurred, or if either party played the situation as if it was a game to be one by one person or the other. (Did anybody really lose in this situation?). 

Personalized Conflict 

While substantive conflict, if handled correctly, can be very productive, personalized conflict is almost never a good thing. There are several reasons. First personalized conflict is fuelled primarily by emotion (usually anger, frustration) and perceptions about someone else's personality, character or motives. When conflict is personalized and extreme each party acts as if the other is suspect as a person. Second, because personalized conflict is about emotion and not issues, problem solving almost never works, because neither party is really interested in solving a problem...in fact, in extreme cases, the parties go out of their ways to create new ones, imagined or real. Third, personalized conflicts almost always get worse over time, if they cannot be converted to substantive conflict. That is because each person expects problems, looks for them, finds them, and gets angrier. 

Let's look at the previous example but change the way the situation was handled. 

When the branch manager approached the staff member about the tardiness, he showed his irritation plainly. The staff member, already feeling under the gun, felt that the manager was being unfair, and accusatory, and became defensive. This, in turn, resulted in the manager "laying down the law", andthat was how the situation was left. After the discussion, the manager felt the employee was lazy and making excuses, while the employee felt the boss was out to get him. 

Not surprisingly, the situation got worse. Even when the staff member was a few minutes late, for good reason, the boss jumped on him like a "ton of bricks". The employee, angered and frustrated, started taking longer coffee breaks and was away "sick" more frequently. The situation became increasingly polarized, with other people being sucked in, and taking sides, privately. 

Oddly enough, the initial perceptions of both bossand employee became the truth. After a while the boss acted as if he was out to get the employee, and the employee acted as if he was lazy and uncaring. The original issue was all but forgotten, as the parties developed an intense dislike of each other. 

Solution Strategies 

Identification 

When involved in a conflict situation, it is important that you are aware of whether you and the other party are dealing with a substantive conflict or a personalized one. 

It isn't always easy to tell them apart, and it is difficult to look honestly at oneself. Ask yourself the following questions: 

Do I dislike the other person or get frustrated with him/her? 

Do I see the other person as untrustworthy, and undeserving of respect? 

Is my emotional reaction to the conflict appropriate to it's seriousness or lack thereof? 

Do I really want to "win"? 

If the answer to any of these question is yes, you may be setting yourself up for a personalized conflict that nobody can win in the long term. 

With respect to the other person, one good indicator of a personalized conflict situation is that the person will try to counter your substantive point on the issue with a series of DIFFERENT reasons why you are wrong. 

For example, let's look at the following dialogue. 

Manager: We can't have you come in at 9:00 am because we need to answer the phones. 

Employee: That makes sense, but I checked and we get only one or two calls between 8:00 and 9:00 but we get between ten and twenty calls in the later afternoon. 

Manager: Well, maybe, but if you come in later, then soon everyone else will want to... 

Note that in this case, the manager isn't really problem solving, but trying to find reasons to refuse the request, either because he doesn't "like" the other person, or for some other emotional reason we don't know about. 

Move To Substantive Issues 

Even in situations where both you and the other party have personalized the conflict, you can work to focus on specific issues. You have not direct control over another person, but you have control over yourself. By moving to the issues, and staying there, you will also encourage the other person to do so. 

It isn't easy, of course. The trick is to try to put aside your negative perceptions about the other person, and not to dwell on them. That's an internal thing. Every time you think to yourself "what an idiot"(or all the other negative things), you make it that more difficult to stay focused on problem- solving, rather than winning, or getting your own way. 

Work To Prevent Personalization 

It is rare that personalization occurs just on the basis of two incompatible personalities. Usually, personalization occurs because conflict on substantive issues is handled badly. That is, one or both parties behaves in non-cooperative ways. 

Note : This article taken from http://www.work911.com and thanks to work911 for wonderful articles , Please visit to work911.com for more details and articles.

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Seven Dynamics of Change

Whatever the kinds of change that people encounter, there are certain patterns of response that occur and re-occur.  It is important that change leaders understand some of  these patterns, since they are normal outcomes of the change process.  Understanding them allows leaders to avoid over-reacting to the behaviours of people who, at times, seem to be reacting in mysterious, non-adaptive ways.

Ken Blanchard, well known management consultant, has described seven dynamics of change designed to help managers better address employee reactions to change.  They are worth summarizing here.

People will feel awkward, ill-at-ease and self-conscious

Whenever you ask people to do things differently, you disrupt their habitual ways of doing things.  This tends to make people feel awkward or uncomfortable as they struggle to eliminate the old responses and learn the new.   Think back to your own experience and you will discover this theme.  Whether it be learning to use a computer, the first time picking up your infant, or dealing with a new reporting relationship, recall the self-consciousness that you probably felt.  People want to get it right, and fear that they will appear inadequate. 

People initially focus on what they have to give up

Even for positive changes such as promotions, or those that result in more autonomy or authority, people will concentrate on what they will be losing.  As a change leader you need to acknowledge the loss of the old ways, and not get frustrated at what may seem to be an irrational or tentative response to change.

People will feel alone even if everyone else is going through the same change

Everyone feels (or wants to feel) that their situation is unique and special.  Unfortunately, this tends to increase the sense of isolation for people undergoing change.  It is important for the change leader to be proactive and gentle in showing that the employee's situation is understood.  If  employees see YOU as emotionally and practically supportive during the tough times your position will be enhanced and the change will be easier.

People can handle only so much change

On a personal level, people who undergo too much change within too short a time will become dysfunctional, and in some cases may become physically sick.  While some changes are beyond our control, it is important not to pile change upon change upon change.  While changes such as downsizing bring opportunity to do other positive things, the timing of additional changes is important.  If you are contemplating introducing changes (that are under your control), it may be a good idea to bounce your ideas off employees.  A good question to ask is "How would you feel if....."

People are at different levels of readiness for change

Some people thrive and change.  It's exciting to them.  Others don't.  It's threatening to them.  Understand that any change will have supporters and people who have difficulty adapting.  In time many people who resist initially will come onside.  Consider that those people who are more ready for the change can influence others who are less ready.   Open discussion allows this influence process to occur.

People will be concerned that they don't have enough resources

People perceive that change takes time and effort, even if it has the long term effect of reducing workload.  They are correct that there is a learning time for most change, and that this may affect their work.  It is important for change leaders to acknowledge that this may occur, and to offer practical support if possible.  In the downsizing scenario this will be even more crucial, since resources themselves are cut.  

Consider following the downsizing with a worksmart process, whereby job tasks are 
reviewed to examine whether they are still necessary.

If you take the pressure off, people will revert to their old behaviour

If people perceive that you are not serious about doing things the new way, they will go back to the old way.  Sometimes this ill be in the open, and sometimes this will be covert.  While Blanchard uses the word pressure, I prefer to think of it in terms of leadership role.  The leader must remind people that there is a new course, and that the new course will remain.  Coaching towards the new ways is also important.  

Conclusion

It is important for leaders to anticipate and respond to employee concerns and feelings, whether they are expressed in terms of practical issues, or emotional responses.  When planning for, and anticipating change, include a detailed reaction analysis.  Try to identify the kinds of reactions and questions that  employees will have, and prepare your responses.  Remember that the success of any change rests with the ability of the leaders to address both the emotional and practical issues, in that order.  

1 The seven dynamics of change in bold were taken from an article by Ken Blanchard, and published  in The Inside Guide, Oct., 1992.  Commentary on  each of the principles was written by the Editor of The Public Sector Manager.

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Customer Acquisition - Meaning & Process

Customer acquisition is the process of acquiring new customers for business or converting existing prospect into new customers. 

The importance of customer acquisition varies according to the specific business situation of an organization. This process is specifically concerned with issues like acquiring customers at less cost, acquiring as many customers as possible, acquiring customers who are indigenous and business oriented, acquiring customers who utilize newer business channels etc.

The whole process should concentrate on following considerations:

1. Primarily it is important to determine and focus on psychology of customers, like how the customers feel and think and then selecting the product segment to be presented to them.
2. Concentrating on how the customers are influenced by the surrounding environment like the business culture, technology, media etc.
3. Analysis of customer behavior and tendency while buying specific range of product.
4. Studying the customer’s limitation of knowledge processing power which influence the decision making power.
5. Finally it’s very important to engage best strategies for effectively convincing new customers and improving marketing campaigns.

6.   Customer acquisition techniques change with technological changes. There is always a need to optimize and upgrade the traditional ways of marketing channels available. Exploring new methods to entertain customers is important to remain in competition and have high acquisition rate.

7.   Acquiring a customer depends on how effectively the organization is able to build a comprehensive relationship with that customer. When suppliers have healthy relationship with customers, the revenue of the organization always increases as customers tend to buy more and more. There is possibility that a satisfied customer seek to buy special category of related products apart from the regular ones from that particular supplier. For instance if a satisfied and loyal customer has a home insurance policy from an insurance company then there are positive chances that he could also insure his property and car if he is fully satisfied with the services of that insurance company. This will definitely result in growth of business.

8.     While acquiring, the nature of response provided to acquisition is the key aspect to create an impressive opinion in customer’s mindset. Hence, the suppliers should always have prompt, responsive and experienced executives to serve customers. For example, if a customer calls and asks about some critical features of any product and the executive fails to explain it or being non-responsive to most of his questions then the customer could probably divert his way to some other organization for better response which could definitely result in end of the deal and relationship with that customer.

9.     Improving customer acquisition is the primary challenge which an organization faces. Hence it is important to identify critical approaches to enhance customer acquisition power. This includes acquiring more number of customers or more number of attractive customers at low cost. One of the best strategies to acquire new customers is performing promotional campaigns. These campaigns should be efficient and well targeted to customers. Encouragement of customer referrals can also attract new customers. It is always a cost-free advocacy by customers to provide referrals to supplier when they feel satisfied and encouraged and when they have a healthy relationship with customers. These referrals or customer’s reference of other customers act like a piece of cake for suppliers as there is no cost and struggle involved in this.

10.  For enhancing the revenue, the organization should always balance the number of customers acquired with number of customers who divert to different organizations. Failing to which will definitely effect the economic growth of the organization.

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Customer Relationship Management - What is CRM ?

Every business unit emphasizes on spurting a long term relationship with customers to nurture its stability in today’s blooming market. Customer’s expectations are now not only limited to get best products and services, they also need a face-to-face business in which they want to receive exactly what they demand and in a quick time.

Customer Relationship Management is an upright concept or strategy to solidify relations with customers and at the same time reducing cost and enhancing productivity and profitability in business.

An ideal CRM system is a centralized collection all data sources under an organization and provides an atomistic real time vision of customer information. A CRM system is vast and significant, but it be can implemented for small business, as well as large enterprises also as the main goal is to assist the customers efficiently.

Usually an organization consists of various departments which predominantly have access to customer’s information either directly or indirectly. A CRM system piles up this information centrally, examines it and then makes it addressable within all the departments. Lets take an example of an international call center which uses a CRM tool called ‘xyz’ and is integrated with a phone and a computer system or laptop. Now this system automatically perceives which customer is calling. Before the executive attends the phone the CRM system brings forth the customer details on the computer or laptop screen and also indicates what the opportunity of deals is with that particular customer, what the customer had already purchased or ordered in past and what is the probability of buying in future. Not only this, it can also highlight what all products best suit this customer. For finance department it may show the information regarding the current balance and for accounting department it may pop out the information regarding the recent purchases by the customer. All these pieces of data are stored in the CRM database and are available as and when it is needed. 

According to this example, CRM system provides a well defined platform for all business units to interact with their clients and fulfill all their needs and demands very effectively and to build long-term relationship.

Wangling this kind of relationship with customers is not easy to manage and it depends on how the systematically and flexibly a CRM system is implemented or integrated. But once it’s accomplished it serves the best way in dealing with customers. In turn customers feels gratitude of self-satisfaction and loyalty which results in better bonding with supplier and hence increasing the business.

A CRM system is not only used to deal with the existing customers but is also useful in acquiring new customers. The process first starts with identifying a customer and maintaining all the corresponding details into the CRM system which is also called an ‘Opportunity of Business’. The Sales and Field representatives then try getting business out of these customers by sophistically following up with them and converting them into a winning deal.

Customer Relationship Management strategies have given a new outlook to all the suppliers and customers to keep the business going under an estimable relationship by fulfilling mutual needs of buying and selling.

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