Dear seniors,
This is a situation I came across with one of my friends in the office. How should one handle the situation when seniors are engaged in a cold war within the department? How can one effectively tackle the situation and manage between both teams?
Regards,
Deepak
From India
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3This is a situation I came across with one of my friends in the office. How should one handle the situation when seniors are engaged in a cold war within the department? How can one effectively tackle the situation and manage between both teams?
Regards,
Deepak
From India
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Dear Deepak,
There should not be a situation of a cold war at all, and that too at the level of senior managers. The situation shows (a) how weak the top leadership is, (b) the inability of the leadership to eradicate the negative conflict and substitute positive conflict in its place, and (c) the inability of the leadership to orient everybody towards one goal.
To tackle this situation, intervention not from the bottom but from the top is required. If some person continues with his/her truant activities, he/she may be given a boot. Secondly, top management should follow the principle of equality to the core and maintain an equal distance from everybody.
Ok...
DVD
From India, Bangalore
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There should not be a situation of a cold war at all, and that too at the level of senior managers. The situation shows (a) how weak the top leadership is, (b) the inability of the leadership to eradicate the negative conflict and substitute positive conflict in its place, and (c) the inability of the leadership to orient everybody towards one goal.
To tackle this situation, intervention not from the bottom but from the top is required. If some person continues with his/her truant activities, he/she may be given a boot. Secondly, top management should follow the principle of equality to the core and maintain an equal distance from everybody.
Ok...
DVD
From India, Bangalore
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Hello Deepak,
My thoughts resonate completely with Mr. Divekar's. This is a 'Leadership Crisis/Failure' and needs to be addressed from the top. Reporting it to the HR Head may be a good idea. Hopefully, some action may get initiated - else, subordinates will find it very difficult to deliver.
Regards,
Sumant Khare
From India, New Delhi
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My thoughts resonate completely with Mr. Divekar's. This is a 'Leadership Crisis/Failure' and needs to be addressed from the top. Reporting it to the HR Head may be a good idea. Hopefully, some action may get initiated - else, subordinates will find it very difficult to deliver.
Regards,
Sumant Khare
From India, New Delhi
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These are common situations in corporates. Just that the seniors are smart enough to manage it and beautify it so as to avoid making it so obvious to the others, especially top management.
Now what is to be done if two seniors are quarreling in cold. A few Dos and Don'ts:
1. Do not try to mediate between them - You would become a victim in their unyielding war of superiority.
2. Listen and try to obey the reporting superior of them. In case you are not in agreement with his thoughts, discuss with him directly and follow up as per his advice.
3. Decide what is best for the organization - Stay unbiased and do the best to your conviction. The organization recognizes your strength in adversities.
4. Project both of their opinions in the true value of the organization's interest - When talking about each other, make the other understand the positive side of the opinion. This could bring them closure and resolve the conflict.
5. Avoid discussing the conflict with other colleagues - this would do no good to you; in fact, it would tarnish your image for giving publicity to their bitterness.
6. If their conflict is getting more and more intense, impacting your work, be bold and take it up to the senior management to intervene and close it soon.
Praveen Kambhampati
From United States, Ogden
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Now what is to be done if two seniors are quarreling in cold. A few Dos and Don'ts:
1. Do not try to mediate between them - You would become a victim in their unyielding war of superiority.
2. Listen and try to obey the reporting superior of them. In case you are not in agreement with his thoughts, discuss with him directly and follow up as per his advice.
3. Decide what is best for the organization - Stay unbiased and do the best to your conviction. The organization recognizes your strength in adversities.
4. Project both of their opinions in the true value of the organization's interest - When talking about each other, make the other understand the positive side of the opinion. This could bring them closure and resolve the conflict.
5. Avoid discussing the conflict with other colleagues - this would do no good to you; in fact, it would tarnish your image for giving publicity to their bitterness.
6. If their conflict is getting more and more intense, impacting your work, be bold and take it up to the senior management to intervene and close it soon.
Praveen Kambhampati
From United States, Ogden
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I fully agree and endorse your views. A subordinate should always give a subtle impression in his working and behavior that, 'I am aware of your conflict but I am least bothered about it. I am loyal to the organization and my work and not to individuals. Do not expect me to become a party to your conflict. I will be upset and will complain to higher management in case I am in any way affected by the conflict.'
Of course, saying it is easier than doing it and will require a lot of tact to accomplish.
Thanks & Regards
From India, Pune
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Of course, saying it is easier than doing it and will require a lot of tact to accomplish.
Thanks & Regards
From India, Pune
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Dear all friends,
I am Hari Narayan Mishra, working as an Education Officer in the Central Board for Workers Education, an organization under the Ministry of Labour & Employment, Government of India. I am presently posted at its Ghaziabad Regional Centre. With this centre, we cover 15 districts of western U.P. Under this scheme, we provide training and educational programs to various industries in our respective areas on soft skills, behavioral training, quality, environment, health, safety, productivity, etc. For these programs, we charge a nominal fee which will be directly sent to the Nagpur HQ in the Director's account at the Central Board for Workers Education.
Our faculties are highly experienced, knowledgeable, and qualified. Many industries and organizations are benefiting from our training programs. Any industry or organization in western U.P. may contact us for these training programs for their employees.
Hari Narayan Mishra Education Officer CBWE GZB 9891619986
From India, Lucknow
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I am Hari Narayan Mishra, working as an Education Officer in the Central Board for Workers Education, an organization under the Ministry of Labour & Employment, Government of India. I am presently posted at its Ghaziabad Regional Centre. With this centre, we cover 15 districts of western U.P. Under this scheme, we provide training and educational programs to various industries in our respective areas on soft skills, behavioral training, quality, environment, health, safety, productivity, etc. For these programs, we charge a nominal fee which will be directly sent to the Nagpur HQ in the Director's account at the Central Board for Workers Education.
Our faculties are highly experienced, knowledgeable, and qualified. Many industries and organizations are benefiting from our training programs. Any industry or organization in western U.P. may contact us for these training programs for their employees.
Hari Narayan Mishra Education Officer CBWE GZB 9891619986
From India, Lucknow
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Dear Dinesh,
The point of contention is not whether a certain condition should exist or not. The fact is that a certain condition exists, and the root cause could be anything as stated by you. A solution or suggestion is sought to tackle or come out of this situation. I would suggest that Mr. Deepak explains to the higher management that his condition has become like a betel nut between the blades of a cutter and that they should take necessary action.
Rajendra.
From India, Pune
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The point of contention is not whether a certain condition should exist or not. The fact is that a certain condition exists, and the root cause could be anything as stated by you. A solution or suggestion is sought to tackle or come out of this situation. I would suggest that Mr. Deepak explains to the higher management that his condition has become like a betel nut between the blades of a cutter and that they should take necessary action.
Rajendra.
From India, Pune
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Dear Deepak,
I am in agreement with Praveen Kambhampati because, even if it is not visible or clearly visible, we can sense it in most companies, as this is a common problem. Every department/head thinks that their department is superior and that without it, the company will collapse. I have worked in three companies and have observed this common issue everywhere. It's a type of ego problem. Accounts believe that Finance is the main area, while marketing people think that without their department, the business won't move forward. Additionally, our HR department seems to have a higher sense of complexity than everyone else, although many common company employees believe that HR personnel are those who have no work.
Please adhere to what Praveen Kambhampati has said, NEVER become a mediator or take sides. Follow the instructions of your immediate supervisor. If the situation worsens, escalate it to the top authorities!
Thanks and Regards,
DANy
Executive HR, UCC, Kerala!
From India, Ahmadabad
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I am in agreement with Praveen Kambhampati because, even if it is not visible or clearly visible, we can sense it in most companies, as this is a common problem. Every department/head thinks that their department is superior and that without it, the company will collapse. I have worked in three companies and have observed this common issue everywhere. It's a type of ego problem. Accounts believe that Finance is the main area, while marketing people think that without their department, the business won't move forward. Additionally, our HR department seems to have a higher sense of complexity than everyone else, although many common company employees believe that HR personnel are those who have no work.
Please adhere to what Praveen Kambhampati has said, NEVER become a mediator or take sides. Follow the instructions of your immediate supervisor. If the situation worsens, escalate it to the top authorities!
Thanks and Regards,
DANy
Executive HR, UCC, Kerala!
From India, Ahmadabad
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CONFLICT MANAGEMENT.ppt
Training e-Brochure for Senior Management.doc