Donna Luisa

Today is a new day but in business the old problems, challenges and situations roll over to the next work period. Sometimes the issues of the day before remain the same, but you can see it differently after a good night’s rest.

In reviewing conflict may arise.

What is conflict or conflicting agendas?

Well conflict in business relates to disagreement or something which brings a negative or unexpected alternate reaction to the surface. An example can be the salesperson trying to close a sale – needing support, and advised that the company has made its best offer and anything else will affect the commission rate. The company is holding its minimum margin and the Rep grudgingly agrees to give up a part of percentage. So what is the bigger picture here.

• A) the salesman needs the sale to meet quota to gain commission for the month maybe even an additional incentive to pay car insurance.
• B) the company can’t afford to go lower because it will affect their budget, and it may already be behind due to unexpected operations problems.

The bigger picture for both company and employee may appear to be different but they are in fact the bigger areas of concern which need to be met. The potential for conflict is there if not managed properly. Then of course there are ‘agendas’.

The hidden agendas

The employee and employer have different agendas which must be met for both to be satisfied. In the case of the employee motives for working harder/ overtime or pursuing tasks which will generate an additional reward or benefit can be the fuel which drives actions. Sometimes the employer will be aware of employees additional needs but many times they just don’t know. The hidden agendas can create conflict in decision-making – slowing down compromise in achieving the objectives of employees and employer based on the bigger picture.

The employer may need increased sales to boost revenue in a particular area and to help with cashflow, but the hidden agenda may be hiding mismanagement which has impacted on the financial standing of the company, threatening its survival. The employer will not wish to disclose a weakness, but the vulnerability of the company can impact on commissions when looking at the entire situation.

Both examples can create conflict, and looking at the big picture on both sides will lead to frustration.

In business looking at the big picture is looking at the impact of decisions on all areas and seeking the best interest of the company and staff.

Today I’d like to throw a spanner in the big picture wheel and suggest looking closer at the situation and getting creative with solutions. The big picture won’t matter if the little things are not done. Get back to the drawing board and revisit the ‘whys’, always ensuring the ‘big picture’ is not the elephant in the room no one speaks about.

Resolving conflict at work requires patience, a good listening ear and a willingness to set aside the big picture for a moment while getting the smaller things resolved. Managing the little things can reduce the possibility of a big blow up, and that is the real ‘big picture’.

(Adapted from: Get the small details then the big picture)

Have a fantastic day!

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