Leadership: "Getting to Yes" Approach in Complex Organizations
|Complex Organization||Organizations with multiple layers that can create tension and conflict amongst employees||Understanding the structure aids in dispute resolution and cohesive work environment|
|Challenges of Complex Organizations||Multiple bosses, shared resources and dotted lines can induce confusion, conflict and competition||Awareness of these challenges allows to maintain productivity and efficiency|
|Leadership Struggle Example||Conflict between a product manager's and engineering leader's goals causing work reluctance||Real-world example demonstrates the necessity of conflict resolution|
|Solution to Conflicting Direction||Recognition and respect of different goals, decision ownership, and agreement on company's best interest||This is key in resolving conflicts|
|The 'Getting to Yes' Approach||Identify underlying interests of both parties and find a mutually beneficial agreement||This technique is proven effective in resolving conflicting directions in complex organizations|
|The Importance of People over Structure||Leadership is not about authority but the influence over people||Inculcates the mindset that people, not the structure, matter in complex organizations|
|Shared Resources||Resources that are used by multiple departments which can lead to competition||Efficient sharing of resources can reduce competition and increase cooperation|
|Multiple Bosses||Having multiple leaders can lead to confusion and conflict over task responsibility||Clear communication and understanding of duties can reduce conflicts|
|Dotted Lines||Indirect reporting lines can create tension among teams||Clear role definition and effective communication can ease team tension|
|Product Manager's Challenge||Conficting goals within a team impede progress and productivity||Shows the necessity of goal alignment within teams for better productivity|
One technique to do this is the "Getting to Yes" approach. By following these steps, it is possible to resolve conflicts and maintain a productive and efficient organization.
Definition of complex organizations
Challenges of complex organizations
Example of Leadership Struggle
Product manager's challenge
Related Course: Leadership Course Online
Introduction: Organizations of all sizes and complexities face unique challenges. Complex organizations, in particular, have a distinct set of challenges that require special attention.
These include multiple bosses, shared resources, and dotted lines that can create tension and conflict. In this article, we will look at resolving conflicting directions in complex organizations, focusing on a specific example of a leadership struggle.
A complex organization is divided into multiple layers with numerous departments and teams. These organizations often have multiple bosses, shared resources, and dotted lines that can create tension and conflict. Therefore; it is essential to understand the structure of complex organizations to resolve disputes and ensure that all stakeholders are working together as a cohesive unit.
The challenges of complex organizations are numerous. Multiple bosses can lead to confusion and conflict over who is responsible for what. Shared resources can lead to competition between departments, and dotted lines can create team tension. It is essential to be aware of these challenges to resolve conflicts and maintain a productive and efficient organization.
To illustrate how to resolve conflicting directions in complex organizations, we will look at a specific example of a leadership struggle. In this example, a product manager struggled to get his team to run lean experiments. The engineers on the team felt he was asking them to cut corners, and the product manager was unsure how to proceed.
Upon further investigation, Bruce, a coach, discovered that the team's engineering leader emphasized test coverage and documentation. This was at odds with an experimental approach, which typically requires rapid iterations with throw-away code meant only to validate assumptions before designing a more permanent solution.
In order to resolve the conflicting direction in this situation, Bruce and the product manager had to recognize the different goals of the engineering leader and the product manager. They had to acknowledge who owned the decisions and agree on what was best for the company.
One technique that can be used to resolve conflicting directions in complex organizations is the "Getting to Yes" approach.
This approach involves a series of steps that help to identify the underlying interests of both parties and come to a mutually beneficial agreement.
Conclusion: Conflicting direction is a common challenge in complex organizations. To resolve this challenge, it is essential to recognize the different goals of the stakeholders, acknowledge who owns the decisions, and agree on what is best for the company.
The "Getting to Yes" approach can help resolve conflicting directions in complex organizations. But ultimately, it is essential to remember that the people, not the structure, matter in complex organizations.
Leadership is not about who has the most authority but who has the most influence.
Dr. Nadja Marie Schmid is a leadership and management professor dedicated her career to helping students achieve their full potential. She has been published in numerous journals and is a frequent speaker at conferences worldwide.
Dr. Schmid's research focuses on understanding how leaders can create an environment where employees can reach their highest level of performance. She believes that the key to success is creating a culture of trust, respect, and collaboration.