Politics come with more than one person and easily lead to internal conflict. Tolstoy wrote, “All happy families are alike; each unhappy family is unhappy in its own way.” It’s the same with organizations, small or large.
Another view of internal conflicts is that each is unique, but there are common patterns. One can extrapolate from these to deal with a specific conflict.
Every organization I’ve been in experienced conflicts. Some took the executive team’s attention from other matters. Attention is creative energy and a conflict uses up attention and time. Some conflicts are severe: a hidden agenda causing the organization to totter or fail. Little conflicts can grow Witness the civil war in Syria beginning as a peaceful protest or the single desperate street seller in Tunisia who lit himself and so the Arab Spring.
How do you cope with conflicts? Can you prevented them? Do you need an outsider or can they be handled from within?
Details are critical: the way your staff works, their sense of autonomy or subjugation, outside pressures, personalities, whether people can examine themselves, whether they are willing to change or come together as a group.
Internal conflicts weaken organizations and can destroy them. I resolve conflicts quickly so the staff is creative, happy, and productive. Now the executives can concentrate on the organization’s goals and lead it to success. And I’m happy to teach you how to resolve them.
In the current economic boom. many companies are too busy to take time to find and resolve internal conflicts. I am happy to present seminars when you give your executives and staff a break, be it at lunch, during an evening, or over a several-day retreat. Companies continue to have boards, committees, and councils. I have a reputation for providing a quiet presence in board rooms, committee rooms, and council rooms to facilitate calm, effective productivity.