Collaboration and integration are the crucial building blocks of an organization. As a business leader, if you wish to scale new heights of success then you must ensure that people across the firm have mutual understanding and agreement on the major business decisions. Else, you are likely to struggle in achieving the critical business goals. In this article at Strategy+Business, Adam Kahane discusses the common business conflicts faced by organizations and some strategies to overcome them.
The ‘Stretch’ Strategies
Kahane states that most businesses adopt the conventional model of collaboration. They wish to resolve the situation and ensure that their business executives reach agreement on five things – the common purpose, the issue at hand, proposed solutions, agreed resolution plan, and respective accountabilities. However, this model is unlikely to deliver results if the people involved have different purposes and issues. Thus, Kahane proposes the use of three ‘stretch’ strategies that can help businesses move forward even in case of serious confrontations.
Accept the Plural Effect
Treat the people involved distinctly. Don’t make the mistake of considering all the people, teams and units involved as one group. You can still make progress without achieving agreement on the issue or solution. Different people might have different reasons for accepting the same solution. Let them proceed with their own unique approach and motive.
Test the Solutions
Keep experimenting new solutions till the time you achieve success. Don’t expect results overnight. You cannot control everything, but you can use your better judgment to influence matters and decisions. So, keep looking for new solutions that fit your requirements better.
Become A Part of The Issue
Involve yourself in the situation completely. Unless you do that, you are less likely to visualize the possible solutions.
To read the original article in full, click on the link below: https://www.strategy-business.com/article/How-to-Collaborate-When-You-Dont-Have-Consensus