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Conflict Is Costing Your Company A Bunch Of Money?By Kenneth R. Blankenship Over the years I have come across several tools that put a dollars and sense value on the matter of workplace and the importance of its resolution.
There are several assumptions in each of them, based on academic findings as well as national, international, and industry averages.
They calculate the cost of replacing person "causing" the conflict, the number of times you must do so each year, and many other applicablefactors.
In the end you can come up with an amount of money, the actual hard dollar cost of workplace in your organization, that is overwhelming. So overwhelming in fact that many business owners will decide not to believe the numbers.
Instead, they end up taking the attitude that it is easier to have dealings with the miserable situation they're in than it is to figure a way out of the cycle of interference that surrounds them.
Over the years I have come across several tools that put a dollars and sense value on the matter of workplace and the importance of its resolution.
There are several assumptions in each of them, based on academic research as well as national, international, and industry averages.
They calculate the cost of replacing person "causing" the conflict, the number of times you must do so each year, and many other importantfactors.
In the end you can come up with an amount of money, the actual cash cost of workplace in your organization, that is overwhelming. So overwhelming in fact that many business owners will decide not to believe the numbers.
Instead, they end up taking the attitude that it is easier to live with the miserable situation they're in than it is to figure a way out of the cycle of fighting that surrounds them.
They fail to recognizethat it took years, decades sometimes, to get in the situation we're in - so it follows that it will take time and effort to get out of it.
Instead of giving up and living with the dissension, even if it is just the nagging continual low grade stress caused by continual friction - stop and consider that you and everyone around you will be living the rest of their lives in the future you are creating today.
What about your cooperation, what is the cost of workplace there? It's possible to detail the dollars and sense cost, but that may not be enough to get you to take action no matter How much it is.
You may be saying to yourself that even with these costs we're still doing fine financially so why rock the boat anymore than it already is?
What about the quality of life costs to everyone involved? What about the psychic and emotional cost of wasting
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time dealing with the results of the conflict?
What about the lowered job motivation and reduced productivity created by the and its effect on everyone touched by it?
What about the cost in terms of production and performance when people take sick days when they are not sick, just in conflict.
The resulting loss of productivity is the same whether or not the person missing work is the one causing the or the one effected by it.
Have you done this, restructured thecompany around the problems or the people "causing" them? This is a frequent tactic with family businesses when the offender can't be fired.
The result is a sub-optimized outfit with extra steps being added to the process, making it all the more difficult to sustain growth and profitability.
No matter how you try to remove them from the loop, they still figure out how to insinuate themselves into the situation in ways that cause problems. And if you are still able to be successful, they end up taking the credit for it.
Now if these are not enough reasons to get up and do something about the workplace at your place, perhaps this will.
Often the most devastating cost of comes from the degraded decisions that are being made, by the person "causing" the as well as the innocent bystander.
People who make the decisions in your business must have all the honest well considered input possible, in order to weigh the options, consider legitimate alternatives, and come to a conclusion.
If the process is being sabotaged with faulty input on purpose the decisions will be flawed. If the person making the decisions has a hidden agenda even though the input is accurate they can still make bad choices for the business.
Imagine the results if a decision inflates your overhead by twenty percent? Or if your profit margin is reduced by ten percent? In every business there are key decisions being made routinely that dramatically impact the future of the business. Normally we believe that they are being made honestly based on the relevant information. What if that's not the case? What if someone feels that this is there chance to get back at you?
Are you motivated to do something now? Ok, let me tell you how I work, because in most cases you can do it yourself.
The first thing to do is talk to everyone - individually, confidentially, and in private. And that included the spouses. What you're looking for is to uncover what is really important to each of them? What they want the future to be for them and their family. This is pretty simple but sometimes very hard to do because they may never have thought of things in these terms.
However when enough effort is put into figuring out and articulating what's important, people often begin to see that since the business is the vehicle for them to achieve their objectives, the and disagreements that negatively impact it - hurt them too.
In the process of isolating what's important you'll look for their opinion of the situation currently. As they talk about the way things are now, in light of their own future goals and objectives, they may begin to see the reasoning and importance of the way things are being done. Or not. Either is Ok, as long as you get it out in the open.
Once each individual has had their say it's time to put together a picture of what everyone says they want the future to look like - considered as a group. In my three decades of experience helping family businesses through this process I find that at this point there is far more agreement than disagreement.
When everyone is in the boat together and everyone is depending on everyone else to keep rowing toward a common destination - how you (or they) are holding your oars just won't matter.
Ken Blankenship is an experienced family business consultant whose web sites offer business owners a wealth of information about the challanges they're facing on http://www.fbnews.net/article_directory.html If you are a business owner wanting to leverage what you are already doing right visit the Peer Groups area of our website. If you are a business advisor wanting to maximize your potential,here are strategies we are using to generate record revenues..
Here are some more conflict articles...
Is Workplace Conflict Costing Your Company Big Bucks?
By Kenneth Blankenship
Over the years I have come across several tools that put a dollars and sense value on the matter of workplace conflict and the importance of its resolution. There are several assumptions in Read more...
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By Margaret Paul, Ph.D.
In the last few decades, partners have spent countless hours trying to ?work out problems.? Yet over and over again they often come up against a major roadblock: they just don?t see things the same Read more...
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By Robin Chandler and Jo Ellen
There are many qualities that people look for in a leader: the ability to see what's going on, a high level of self-awareness, the skill to motivate and inspire others, good communication and Read more...
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Industry Website Urges Jewelers To Join The Battle Against Conflict Diamond Trade
By John Caldwell
Consumers, the diamond industry, and governments all agree that the illicit trading of conflict diamonds has to be completely eradicated. Although there have been steps taken by governments and the Read more...
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