THE ENEMY WITHIN
By
As
I arrive at a client's workplace for the first time, the new challenges fill me
with great expectations and eagerness. I
always expect to encounter a myriad of business problems. In many ways, solving those problems are the easiest part of the services I provide.
By
diligently listening to the people, observing the company's operations, and
studying financial and other underlying records, I work my way through the
symptoms to define the real problems.
Once the real problems are identified, the solutions can be logically
worked out.
The
fascinating part of the process, however, is working with the people. Each of them has a history with the company
and an important story to tell. Their
job functions and their perceptions on the organization's problems consume a
large part of the initial conversations.
Inevitably,
as we develop a relationship, the conversations take on a more conspiratorial
tone. The people whisper the innermost
sins, gossip and conflicts in the company.
I have not been in a company yet that didn't have these intrigues and
conflicts. I attribute most of these
problems to a damaged communication system and lack of respect for fellow
workers.
As
you well know, whenever there is more than one person in an organization, there
is potential for conflict. When people
are in close proximity for long periods of time, incidents happen that hurt
someone's feelings. The stilted form of
communication over these perceived slights rarely results in an amicable
resolution.
To
illustrate, imagine a duffel bag filled with little towels. Each towel represents some type of conflict
within the organization. Whenever an
argument starts, the participants pull out their little towels and toss them
into the discussion. When they complete
the discussion, the little towels are stuffed back into the bag with any
additional ones generated during this encounter.
As
you can see, none of the differences are resolved. Without a mechanism for resolution, problems
continue to grow in quantity and intensity.
And, guess what? It should come
as no surprise that they become a huge obstacle to correcting the fundamental
problems of the business.
The
employees have lost respect for each other and they spend as much time fighting
the enemies within as they do the enemies outside. Teamwork and esprit de corps are virtually
non-existent.
How
do you fix it?
One
method I have used successfully is a technique called Nominal Group
Process. The stated goal of this
technique is the prioritization of issues facing the organization. The unstated goal is to spark the flame of
teamwork within the organization.
In
a setting void of interruptions a group of five to 15 people is closeted for a
period of four to eight hours. The
people in the group should all have a viewpoint on the subject. They should generally be on a peer level or
within a few levels of each other on the organization chart.
As
an independent moderator of the session, I am not tainted by the conflicts and
am not perceived as taking sides on any issue.
Generally, the process can start with only one, well-directed question.
A
flurry of specific business problems comes out.
Each of them is diligently recorded on flip charts. As each page is filled, it is taped on the
walls around the room. By the end of the
session, paper will cover walls.
Ultimately,
someone takes the smallest towel in their duffel bag and throws it out on the
table. Almost immediately, the
participants make a lot of eye contact with each other as they wait for the
inevitable eruption.
Being
somewhat forewarned, I acknowledge the comment by simply recording it on the
flip chart and moving the group onto the next item. Controlling the counter-reaction without
stifling continued response is critical.
An
interesting phenomenon occurs at this point.
Emotionalism starts accelerating as duffel bags are emptied. All the pent-up emotional issues finally
receive a public airing.
Normally,
the group generates a list of 45 to 75 items.
Now remember, prioritizing the issues facing the organization is the
stated goal of this meeting. To
accomplish this, the group undertakes a private voting process. Each member votes for the key issues the
organizations should be addressing.
Invariably,
none of those terribly important duffel bag items gets more than an occasional
vote. As group members vote on the most
important issues, they realize how insignificant some of their grievances are.
Unless
you have sat through one of these sessions, it is difficult to appreciate the
intensity of the emotions. When group
members publicly expose their towels, they expect some form or reaction. Their adrenaline is at a heightened level
waiting for the counter attack, which never comes. When properly channeled, that adrenaline can
energize understanding within the organization.
If your organization appears to focus its
energies on the enemy within, you must make a fundamental change in established
attitudes. The Nominal Group Process is
one technique that can help make that change.