Conflict in Complex Systems
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Transcript of Conflict in Complex Systems
CONFLICT IN COMPLEX SYSTEMSResolving conflict methodically with the
Conflict Resolution Diagram from Theory of Constraints
Ash Moran [email protected] PatchSpace Ltd @patchspace
COMPLEX SYSTEMS
Purchasing
Sales
Software
Investors
Finance
ITHR
Legal
Marketing
Spend less!
Spend more!
Be cautious!
Be bold!
Buy Macs!
Buy PCs!
Stop arguing and
make some f*in money!
CONFLICT
Resolve conflict
Identify conflict
Surface assumptions
Express the situation clearly
Find creative solutions
IDENTIFYING A CONFLICT
CONFLICT SCENARIO: LIMITED RESOURCES
HoldYourHand Hosting provides managed server hosting to large and small clients. Recently they’ve been suffering an
unusually large number of outages.
In a number of cases, support staff have handled follow-up calls badly and upset clients. As a reaction, many managers
have taken to jumping on issues themselves. “Managers think they know our job best!” and “Support staff are
complete idiots!” and are often heard shouted around.
Support staff are scared to speak to clients,and managers are overwhelmed with firefighting.
Who should handle the clients, support staff or managers?
EXPRESSING THE SITUATION CLEARLY
NECESSITY LOGIC 101
NECESSITY LOGIC 101
YX
“In order to do/have X, I must do/have Y”
NECESSITY LOGIC 101
Attend every SCiO meeting
Be an expert in the Viable System
Model
“In order to be an expert in the Viable System Model, I must attend every SCiO meeting”
NECESSITY LOGIC 101
Pay all the entry fees
Attend every SCiO meeting
“In order to attend every SCiO meeting, I must pay all the entry fees”
PRE-REQUISITES
Managerscall clients
Support staff call clients
REQUIREMENTS
Managerscall clients
Support staff call clients
Preserve client relationships
Don’t waste management time
COMMON GOAL
Run a successful business
Managerscall clients
Support staff call clients
Preserve client relationships
Don’t waste management time
THE CONFLICT
Run a successful business
Managerscall clients
Support staff call clients
Preserve client relationships
Don’t waste management time
SURFACING ASSUMPTIONS
ADVANCED NECESSITY LOGIC
ADVANCED NECESSITY LOGIC
YX
“In order to do/have X, I must do/have Y,
because …”
Assumptions!!!
NECESSITY LOGIC 101
Pay all the entry fees
Attend every SCiO meeting
“In order to attend every SCiO meeting, I must pay all the entry fees,
because all SCiO meetings have a fee, and Ben throws fee-dodgers out the window”
All SCiO meetings have a fee
Ben throws fee-dodgers out the window
REQUIREMENT 1
Run a successful business
Preserve client relationships
We need clients to be successful
We can’t afford to lose clients
We can’t find new clients
REQUIREMENT 2
Run a successful business
Don’t waste management time
Management time is scarce
Managers have a specific role to play in improving the business
If managers are distracted, the long-term health of the business is compromised
PRE-REQUISITE 1
Managerscall clients
Preserve client relationships
Managers are better at dealing with clients than support staff
Clients are going to leave if they get bad service from support staff
Support staff can’t learn to make good calls
PRE-REQUISITE 2
Support staff call clients
Don’t waste management time
Managers don’t have time to make calls
Support calls are operational work, not management work
Support staff have useful knowledge about outages when making calls
THE CONFLICT
Managerscall clients
Support staff call clients
Managers and support staffcan’t both make support calls
WORD IT TO BREAK IT
REQUIREMENT 1
Run a successful business
Preserve client relationships
We need clients to be successful
We can’t afford to lose ONE SINGLE client
We can’t find ANY new clients
REQUIREMENT 2
Run a successful business
Don’t waste management time
Management time is scarce
Managers have a specific role to play in improving the business
If managers are distracted AT ALL, the long-term health of the business is compromised
PRE-REQUISITE 1
Managerscall clients
Preserve client relationships
ALL managers are MUCH better at dealing with clients than support staff
ANY clients will leave if they get JUST ONE bad call from support staff
Support staff CAN’T POSSIBLY learn to make good calls
PRE-REQUISITE 2
Support staff call clients
Don’t waste management time
Managers don’t have ANY time to make calls
Support calls are operational work, not management work
ONLY support staff have useful knowledge about outages when making calls
THE CONFLICT
Managerscall clients
Support staff call clients
EITHER managers OR support staff must make ALL support calls
CHALLENGE ASSUMPTIONS
REQUIREMENT 1
Run a successful business
Preserve client relationships
We need clients to be successful
We can’t afford to lose ONE SINGLE client
We can’t find ANY new clients
❌
❌
REQUIREMENT 2
Run a successful business
Don’t waste management time
Management time is scarce
Managers have a specific role to play in improving the business
If managers are distracted AT ALL, the long-term health of the business is compromised
❌
PRE-REQUISITE 1
Managerscall clients
Preserve client relationships
ALL managers are MUCH better at dealing with clients than support staff
ANY clients will leave if they get JUST ONE bad call from support staff
Support staff CAN’T POSSIBLY learn to make good calls
❌
❌
❌
PRE-REQUISITE 2
Support staff call clients
Don’t waste management time
Managers don’t have ANY time to make calls
Support calls are operational work, not management work
ONLY support staff have useful knowledge about outages when making calls
❌
❌
THE CONFLICT
Managerscall clients
Support staff call clients
EITHER managers OR support staff must make ALL support calls❌
FIND CREATIVE SOLUTIONS
PRE-REQUISITE 1
Managerscall clients
Preserve client relationships
Target management calls on the most important situations
(Do we know which these are???)
Train support staff (Who? How? When?)
PRE-REQUISITE 2
Support staff call clients
Don’t waste management time
Give more information to managers before calls
(Do we have this???)
THE CONFLICT
Run a successful business
Managerscall clients
Support staff call clients
Preserve client relationships
Don’t waste management time
Target management calls
Call training for staff
Highlight information
DEVELOP WIN-WIN SOLUTIONS
PRE-REQUISITE 1
Managerscall clients
Preserve client relationships
Restrict management calls to clients worth over 5% of business or with
complaints in the last 8 weeks
Allocate 2 hours per week to be spent on training calls for support staff
PRE-REQUISITE 2
Support staff call clients
Don’t waste management time
Create a system for support staff to flag significant information to managers before making calls
THE CONFLICT
Run a successful business
Managerscall clients
Support staff call clients
Preserve client relationships
Use mgmt time appropriately
Target management calls
Call training for staff
Highlight information
THE CONFLICT
Run a successful business
Preserve client relationships
Don’t waste management time
Target management calls
Call training for staff
Highlight information
FINAL STEP OF THE CYCLE
Have courage to commit to the solution: a solution never implemented is worse than
a solution never promised.
DISCUSSION POINT
The company experienced a period of long outages to high-profile clients. Many of the support staff were
junior members with little experience.
Was it reasonable to expect support staff to handle these calls well? What plausible scenarios might have caused this situation and in which of them is blaming
the support staff fair?
OBSTACLES TO CONFLICT RESOLUTION
SELF-INTEREST
If we resolve this fairly, I might not get what I want,
so I’ll fight for my side.
SELF-DISINTEREST
I’m not that important, and my opinion isn’t worth much,
so I’ll let the other side win.
COMPROMISE
The most important thing is to keep everyone happy, so we’ll let everyone have an equal share of what they want.
CONFUSION & TERROR
I don’t have a clue what’s going on around me any more, I don’t even want to say a word.
COGNITIVE DISSONANCE
Logic says X; but I believe Y.
So logically: X must be wrong,
KILL IT WITH FIRE.
WORKSHOP
REFERENCES
IT’S NOT LUCKEli Goldratt
THE LOGICAL THINKING PROCESSWilliam Dettmer
THEORY OF CONSTRAINTS
HANDBOOKEdited by
James F Cox and John G Schleier