I Don't Like Conflict. Well Who Does?

Because nine times out of ten, they tell me the problem which is great. But then when I ask, 'why haven't you talked to the person about it?', the answer is, 'Ohh I don't like conflict'.

To which I just shake my head.

Because guess what – NO ONE LIKES CONFLICT!

In all my working life (over twenty years), I have never met someone who says, 'well I love a bit of conflict to make my day'. Have you?

Of course not! So why does everyone use this phrase as the reason for not dealing with issues?

Because unfortunately, we accept this as a valid reason when it is actually just an excuse, and a poor one at that.

And if you're reading this and thinking, 'that's too harsh', then remember the last time you avoided dealing with an issue then and there because your response was 'you don't like conflict'. What was the result?

I bet you it was one of these:

• Avoiding the issue created a bigger issue which blew up down the track
• You lost a good staff member because they were sick of the poor performer getting away with murder so they left
• Mistakes cost you time, students and money (real, potential or through rework)
• Morale within your team dropped and was replaced with frustration

So how's avoiding the 'conflict' working for you?

It's not, is it?

When I help RTO CEOS/Managers and their teams solve the problems costing their RTO time and money, it usually hinges around
• Lack or inappropriate communication
• Little or no documented systems about how we do things at RTO XYZ
And these people issues can be:
• Agreeing to or approving things when there is no authority to do so
• Promising to do something and never doing it ie all talk and no action
• Letting people get away with not doing everything that's required in their job
• Fixing mistakes instead of training the person in what to do next time
• Making the fun or feel good decisions and forcing others to deal with the bad or uncomfortable ones because you don't want to
• Believing some positions (eg trainers) are more important, and easier to do, than others
• Rewarding those who complain rather than those who work hard

But here's the kicker.

All of these issues could have been prevented by firstly having documented systems, and then secondly, addressing any transgressions as soon as they happen rather than waiting for a better time (which is code for never because the thought pattern is 'if I leave it alone, it will resolve itself'.

Which is sooo incorrect.

W Edwards Deming said, '94% of all failure is the right of the system, not the people'.

When I dig deep into the problem and how it came about, the majority of communication and thus people problems could have been solved by documenting 3 key systems:

1. Clarity of the role – what each person should and should not do in their position, usually in a position description.

2. Delegations – outline what a person can and can't do in their position which includes decision making boundaries.

3. The 'How To' Manual outlining the steps for each task undertaken in each position.