Tag: Flawless Consulting

Business Partnering: The Secret to Influence in the Workplace

Posted on by Steven Lozada
What is Business Partnering?
To understand business partnering we’ll start by identifying who are Business Partners. This may help you determine whether you are one or should become one.
Here’s a start:
Business Partners are practitioners of critical business functions like HR, Finance, IT, Legal, Project Management, and others. They’re internal consultants. These professionals act as a bridge, linking their critical functions to other business units, clients, managers, and even C-suite executives.
 
Business partners seek to operate in partnership with other stakeholders to effectively address the real and current concerns of the business. Their purpose is to create a space of shared ownership for generating positive results.
These are professionals who have the potential to greatly improve the power of integration within the organization…when given the space and opportunity to do so, of course.
 
They maximize the effective and efficient deployment of their skills and expertise within a shared understanding of business priorities.
 
If this describes you, then continue reading because you’re about to uncover some keys to unlock some doors that lead to greater influence in the workplace.

What Business Partnering (done well) Requires

Business Partnering requires the consistent application of TECHNICAL EXPERTISE and TRUSTING RELATIONSHIPS.
 
Please read those two virtues again. Refuse to ignore them at all costs. I learned about their powerful combination at a Flawless Consulting workshop. They’re simple but mighty.
Here’s why:
If you want to become a valued partner, then the sole use of your technical expertise and experience will be insufficient. You may give excellent advice and even create stunning slide decks that can mesmerize executives. But if they don’t have a trusting relationship with you, then your power to generate desirable change is a mere illusion…a dandelion in a windstorm.
To avoid this miserable situation, you must multiply your technical expertise with an unrelenting persistence to build trust.
 
CAUTION: Without the power of relationship and relatedness, your technical expertise may become a disposable commodity.
Trust is likely the missing secret ingredient in many previous failed attempts at strategic partnership because without trust there is no influence.

Some necessary skills

What follows are some skills that you can incorporate to keep from becoming a commodity. Imagine the benefits of leaping measurably closer to being a trusted business partner when you develop consulting, communication, and negotiation skills.

Consulting skills

At the heart of consulting is the ability to have conversations that matter most. It’s about creating meaningful connections with others while moving the business forward in the face of mounting complexities.
This is contrary to the common misconception that consultants impose an elevated business acumen, impressive credentials, and vast experience to give credibility to their own opinions, above anyone else.
Consulting is not something you do to and for someone, it’s a service you offer to do with someone.

Communication Skills

The adaptive ability to speak clearly about ideas, issues, and opportunities. If you’re going to generate agreements and coordinate actions with others, then being specific, descriptive, and measurable about what you want is essential.
 
For example, when requesting a report from someone, avoid saying: “Hey, I know you’re busy, but it would be great to have that report when you get a chance.” This is too vague to make an agreement. Instead, be specific, descriptive, and measurable by saying: “Hey, I know you’re busy, but can you get me the finalized report tomorrow by 4:00 pm?” This is a minor detail, but a major difference.
 
Speaking with precision is critical to communication, but deep listening is the often neglected part of communication skills building.
 
If you want to be more influential, then listening beyond the words into the spaces of silence, and listening without judgment, is necessary. You can achieve this by not jumping to conclusions and into advice-giving. Just listen with compassionate curiosity. This non-superficial type of listening will position you to discover what’s going unsaid, and explore what’s possible.

Negotiation Skills

The ability to create a social contract with people by offering them a psychologically safe space to explore risks, share control, and commit to shared action. This opposes the common view of negotiation. Negotiation does not have to be an adversarial exchange where two parties struggle with one another until they ultimately agree to “split the difference.”
There’s a better way.
Instead of preparing for battle, prepare to explore what you and your “client” want from one another in order to achieve success. As risks and concerns emerge during those discussions, give your support to one another, and model the behavior you want to promote in your partnership. You can do this all while seeking mutual benefit. This is how to be successful in being useful and valuable.

Why Business Partnering Matters Today

The role of HR, Finance, IT, Legal, Project Management, and other internal consultants has changed. These functions used to be about managing employees, managing resources, and providing compliance services. Today, it’s about building relationships with clients, navigating challenges, and creating value with them. 
 
Business Partnering is about leveraging your ability to:
  • Develop trusted connections with authenticity by putting your experience into words.
  • Handle resistance with compassion and diligence.
  • Be willing to sit with ambiguity for longer than many feel comfortable with.
  • Slow down to truly “sense” the situation without a need for a fast resolution of issues.
Your business and professional influence will grow as you increase the effective use of business partnering on a consistent basis.

You Don’t Need An Expert. You Need a PARTNER.

Posted on by admin

When facing change, you don’t need an expert. You need partnership.

Your company probably looks at change with a mix of excitement and fear. And while you may want certain parts of your organization to change, it is scary to take on the actual responsibility of making it happen. It is much safer and easier to delegate the actual transformation to someone else. This typically is where consultants come into the picture. And why not? Experts are constantly touted as the only ones knowledgeable and powerful enough to lead.

But there is a catch.

Relinquishing responsibility to an expert breeds an unhealthy dependency. When problems inevitably come up again you won’t know how to confront them yourself.

There is also a problem for the consultant. If you’re the consultant, this tendency also makes your job harder. Removing the client from the problem-solving process makes it more likely the changes you recommend will be resisted.

So what is the way forward?

The Promise of Partnership

The answer is opting for partnership instead of relying on experts.

Experts merely seek to solve the problem. But partners bring change in a way that makes you take ownership not only for the solution but for the problem itself.

Partners effectively and compassionately dissolve unhealthy reliance on the expert. The result is that clients gain sufficient expertise to diagnose and solve future problems on their own.

But how does this partnership consulting work?

How to Make Pearls

A partner’s first task is to confront you with the true nature of your problems. Often you already know this, but you either don’t realize it, or you find it so hard to deal with that you struggle to admit it without provocation. This confrontation is often uncomfortable. But new wisdom cannot be formed without it.

The best analogy for this is how pearls are made. Two things are required to form these valuable prizes: sand and oysters. Sand gets into the oyster and rubs it the wrong way. The oyster reacts by trying to get rid of the irritant. But in the process, something beautiful and precious is formed.

Don’t get the impression that this is easy. Bringing any kind of meaningful change to an organization requires a high investment of emotional, intellectual, spiritual, and physical rigor. The culture and habits sustained in an organization are often ferociously rooted and feel “right” from the inside. And so the only way to shock the oyster out of its comfort is to throw a little sand in its shell.

Partnering consultants must first, therefore, bring the sober truth about the organization’s dysfunctions.

This is a painful process. But the reward is invaluable for the organization.

The Perils of Partnership

Just like making pearls, partnership is difficult to practice. First of all, it is hard to convince clients that they are getting their money’s worth. They often have a rigid expectation that they are bringing in an expert who will simply fix things and move on. On the other hand, it can be just as hard to convince consultants their task is anything but fixing things themselves. The secret here is to accept that as a partner you have to sacrifice that latent desire to take full credit for creating the solution. That’s not sexy, but it is ultimately better for both parties.

Another common pitfall is what is known as professional codependence. Just as clients can become dependent on the expert, the professional can become codependent on the client.

Professional codependence when the professional–consciously or not–begins to create client needs in order to prove their own worth and make ends meet.

One way that this manifests is when, rather than identifying opportunities for growth, consultants begin to see client needs as deficiencies. This is more than a labeling problem. This often leads to anticipating problems that don’t exist. Such a dynamic all but guarantees dependency because it presumes that the client lacks what they need to get rid of the deficiency. And even more than this, it then positions the expert as the only one who can determine whether the solution has been effective.

So how can you pursue partnership without the pitfalls?

Acting in Partnership

Developing partnership while avoiding dependencies on both sides is challenging. Let’s explore this challenge through the lens of parenting. To raise responsible adults, parents experience the tension, on the one hand, between protecting their children by sheltering them and telling them what to do…while on the on the other hand allowing their children to have self-discovery and learn on their own. Choosing partnership will often feel the same for the consultant.

It is essential to guard yourself against your client’s codependency even if this seems unloving at first. If not, you run the risk of getting lost in your expert role and short-circuiting the client’s growth and freedom.

Become Your Own Expert

Perhaps more than ever, society constantly reinforces the notion that experts are the only ones who can be trusted to solve your problems. But blindly signing over authority and action to experts only stunts your growth. You can’t learn how to think for yourself when you constantly rely on others to tell you what to think.

This doesn’t mean you will never need assistance. What it means is that you need to do the work to become your own expert even while you seek expertise from others. This is the promise of partnership.

How To Reimagine Workplace Politics

Posted on by admin

The first rule about workplace politics is that nobody will tell you the rules. But everyone somehow knows how the unspoken web of power dynamics works. Or do they?

This fake certainty is one reason we must reimagine workplace politics.

Managers often spend an inordinate amount of time worrying about how to deal with difficult employees, peers, or bosses. At first glance, this appears to be a normal function of living in the workplace, a closer look reveals that this is more about workplace politics.

The game of workplace politics becomes a tool for negotiating your own position to avoid getting resistance from others in response to your actions. Given enough time and experience, with a non-nutritious sprinkling of gossip, you eventually learn to play the game. You learn to speak the “right” way, to the “right” people, in order to get the “right” reaction. The worst part of all this is it works.

So what’s the problem?

The problem with workplace politics is that it becomes a game where you achieve short-term goals by acting in a way that is not an example of the world you want to live in.

There’s a winner and there’s a loser, and playing the game means that you are simultaneously both.

Think about it, it’s like sawing-off a tree branch while you’re sitting on it!

So why get better at a bad game? The answer is to make a better game…because it is possible to reframe workplace politics as an act of service for the future you want to create.

Workplace Politics as Usual

The traditional rules of workplace politics center around managing and manipulating situations, information, and people to your own advantage. Tactics include being very cautious in telling the truth, selectively invoking high-level names to gain support, closely managing relationships, and paying great attention to what the people above you want.

A sea of books will tell you that you’ll gain attention, move up the ranks, and pull your own strings by mastering these strategies. And you probably will. But in the process, you perpetuate a patriarchal cycle that actually coerces you to surrender your power and autonomy. By “playing the game” you effectively exchange your freedom for dependence on those with power over you.

But what other option is there?

Choosing an Entrepreneurial Path

This doesn’t mean you have to start your own business. Instead, the solution here is to adopt an entrepreneurial mindset that reframes politics in a positive way.

An Entrepreneurial mindset is a path to reclaiming the freedom and accountability that has been surrendered to the unfulfilling game of workplace politics.

The outcome is a powerful yet non-manipulative way to negotiate power and relationships within your organization. It is a move away from obligating compliance to inviting collaboration.

This transformation shift comes down to you making three fundamental choices.

1. Possibility Over Maintenance

Firstly, the path of positive politics chooses possibility over maintenance. Much of traditional workplace politics is preoccupied with safety for fear of losing ground. The more you move up, the more energy you expend to avoid losing what you have. And so decisions become more and more driven by a desire for maintaining. What this really reflects is the choice to be led by others.

The antidote is for you to choose possibility. Making a commitment to building something great carries real risk. It is dangerous. But the first step in being political in a positive way is making the choice not to just maintain what you have, but to reach for unreachable possibilities.

2. Courage Over Caution

This leads us to the second choice, which is courage over caution. There are hundreds of ways that corporate culture drives an atmosphere of caution. Here are just two of the more pervasive ways: Performance reviews and high-pressure presentations to top management. These two are designed to produce extremely measured and conservative behavior. This makes perfect sense when you realize that the aforementioned “Maintenance” requires caution. But striving for greatness requires courage.

Working for a better future always requires courage. And it mostly comes in small steps. Usually, you are the only one aware of the risk you are taking. But your choice for self-assertion and risk is the antidote to caution and maintaining what we have inherited or amassed on our own.

3. Autonomy Over Dependence

Thirdly, the entrepreneurial mindset must choose autonomy over dependence. A culture of maintenance and caution thrives on breeding dependence.

When your aim is to scale the political ladder, you implicitly agree to a kind of parental contract. Their job is to lead and reward and your job is to listen and obey.

But autonomy is the attitude that declares: my actions are my own and I help create the organization I am a part of. By choosing autonomy, you are recovering the freedom you willingly surrendered to play the game. You are recovering what you once gave away, not taking back what was taken from you. This is something you can do without asking permission.

The entrepreneurial culture does not take effect in top-down programs or C-Suite announcements. The only way to change the game is to act in small ways that affect a new culture in recurring moments.

In a way, the only culture that really exists is what happens in the room, the meeting, the conversation you are in right now. By making the choice to pursue positive workplace politics, you will embody the culture you want to create and the short-term goals will take care of themselves.

[Adapted from Peter Block, ‘Twelve Questions to the Most Frequently Asked Answers,’ The Flawless Consulting Fieldbook and Companion: A Guide to Understanding Your Expertise, 2001 and Peter Block, The Empowered Manager, 2017]

How to Create “Organizational Cooperation” that Succeeds for Clients and Citizens

Posted on by admin

Pick your crisis: climate change, pandemics, political division, economic stagnation, international relations. When concerned members of society are faced with big obstacles, they cry out for like-minded groups to come together and effect a greater change. This clarion call urgently summons interdependent agencies together for meetings. The goal of this organizational cooperation is always to find ways of collaborating to solve the issue at hand. These meetings, these gatherings are innumerable.

So, why do people often complain and define the problem as one of little to no cooperation among organizations?

This complaint may hint at a classic consulting scenario that requires reframing.

If You Acted On This Definition

If you used the standard meeting model, you would invite the groups to talk and share their concerns, and ideas. Next, you would invite them to agree on common goals, shared projects, develop a cooperation strategy, work out a schedule of milestones, and decide on the next meeting date.

Reframing “Organizational Cooperation”

Here’s the thing: Communication and defining common goals are not the problem.

If these were the problem, they would have been solved already. The problem between groups is territory, territory, territory.

They each have defined their boundaries tightly around their organizational structures. They think their mission is to do a good job within those boundaries. As a result, progress toward resolving the issue is episodic, at best. For change to really happen, the reality is that each group will have to yield territory and control.

This is a sour pill to swallow. They must confront the question: “What are you willing to give up for the sake of the larger purpose?”

What things?

They have to be willing to give up projects, budgets, and a piece of their identity if anything beneficial is going to happen for their citizens or clients. This requires trust.

Trust is built from telling the truth and from acts of surrender.

There is no other way to build the relational capital necessary for organizations to partner successfully. Trust is the ONLY way.

Avoid the Risk of Motion and No Movement

One word of caution.

Don’t buy the medicine that better communication is all you’ll need to get a good start. It will be the start…one that leads to a lot of motion and no movement.

Instead, you need to first create a condition for making a partnering agreement: All organizations must make meaningful sacrifices to create trust. If they choose not to make this necessary sacrifice and perhaps lose something in the process, then you will become a puppet in their negotiation strategy. It would help if you take a firm stand on this point early in the conversations when you have the most leverage.

When it comes to organizational cooperation, refuse to settle for the thought that because a gathering occurred and words were exchanged that anything meaningful happened. Instead, reframe the nature of the gathering by focussing on the core issue of why barriers to true cooperation persist. Address “why” they’re protecting territory.

In this way, organizations can come to the table as partners ready to take ownership for what they will sacrifice for the greater good. The investment of each organization’s sacrifice will create the bonds of trust necessary to make a change.

To act within this frame:

  1. Recognize that the problem between groups is territory, territory, territory.
  2. Present the organizations with this question: “What are you willing to give up for the sake of the larger purpose?”
  3. Create the following condition of participation: All organizations must make meaningful sacrifices to create trust as the foundation of a partnering agreement.

Wanting Proof Positive: Reframing the “Measurable Outcomes” Problem

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measurable outcomes, sticks and rulers
Photographer: William Warby | Source: Unsplash

One of the core beliefs of modern management is that if you cannot measure something, either it should not be undertaken or it does not exist. This conviction arises from our faith in the scientific method and the results-oriented outlook of the engineer and the economist. Thus, whenever a change is discussed, there will be an immediate demand for measurable outcomes and hard data that the change will improve the operations.

But what happens when what you value cannot be easily measured?

In fact, many of the things that matter most in your organization defy measurement. Let’s explore how to reframe the cult of measurability in order to ensure you pursue not only what “works” but what matters.

If You Acted On This Definition

If you’re starting with the aim of measurable outcomes, your course of action would include performing research to evaluate the project, and you’d likely bring in independent evaluators to do a pre- and post-intervention study.

Reframing “Measurable Outcomes”

Stop to think. You can measure the impact of a project to the extent that the organization can measure itself, which is a very elusive proposition in a human system. So what about a third party? The problem with bringing in outsiders to evaluate is that the evaluation has its own impact, and this may bring more interference than enlightenment.

Yet the economist in us justly wants to know how much this will cost. The engineer in us needs a test to affirm knowledge, a ruler to mark distance, a clock to demonstrate time. We justly want to know how to measure and know how we are doing. We need to know where we stand. But the question of measurable outcomes ceases to serve us when we think that measurement is so essential to being that we only undertake ventures that can be measured.

Measuring What Matters

Concrete measures can determine progress, but they do not really measure values. We pursue what matters independently of how well we can measure it. It is important to measure what we can, but to raise this question too early, and to use it as a criterion that will determine whether or not to proceed, runs the risk of worshipping too small a god.

What will matter most to us is the quality of experience we create in the world, not the quantity of results.

The real cost of creating something of value is emotional, not economic. What is most valuable cannot be purchased at a discount. The price of change is measured by our effort, our will and courage, and our persistence in the face of difficulty. The shift here is from an economic measure of cost to a personal measure of will.

Dealing With Doubt

It is important to recognize that our obsession with measurement is really an expression of our doubt. Doubt is fine, but no amount of measurement will assuage it. Doubt, or lack of faith, as in religion, is not easily reconciled, even by miracles, let alone by gathering measurable evidence on outcomes.

The wish to measure tightly is the recognition that every project has its own risks. Why not deal with the doubts and risks directly by naming them carefully right from the beginning? We cannot engineer human development, nor can we know it with the precision we might wish for. We can generate some data about the change, but most of it will be putting numbers on people’s feelings–that’s what surveys do. Why not just convene people every once in a while and ask them how it is going? Ultimately, we will know how we are doing by assessing the quality of our experience. If experience is such a good teacher, maybe it also knows how to measure.

To act within this new frame:

  1. Act on what matters, not just what works.
  2. Ensure you pursue what you truly value by asking the “why” questions before asking the “how” questions.
  3. Focus on quality of experience, not just quantity of results.

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Where Else Is This Working? Reframing the “Guaranteed Success” Problem

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Business is risky. There is no way around it. You need to try new things to advance and yet you also somehow want a “guaranteed success.” Thus two major impulses are constantly in conflict: wanting to innovate and at the same time wanting the reassurance that what you are contemplating has been tried before. This is the paradox of success and safety.

How do you convince your stakeholders, and yourself, that the risks of the new venture are worthwhile?

The most attractive proof, of course, is an example of somewhere else the idea has worked well. This provides tangible evidence that this new opportunity will give you all-but-guaranteed success. But this is a false promise based on a faulty expectation. The answer is to reframe the problem.

If You Acted On This Definition

Based on the desire for a “guaranteed success” you would research examples of where what you propose is working. You would look for organizations in the same business as your client. You might arrange site visits, references, and a feasibility study.

Reframing “Guaranteed Success”

“Where else is it working?” seems like it’s a valid and compelling inquiry. Who would argue against learning from others? The problem is that the question perpetuates the belief that others know and we don’t. This does not mean that we cannot learn from others. It is just that asking “how” is a poor method of learning.

We learn by bearing witness to how others live their lives. We learn from the questions others have the courage to ask. We are more likely to be transformed from dialogue about what is real and what is illusion.

These conversations are qualitatively different from seeking methods and answers.

“Where else has this worked?” is a reasonable question, within limits. It is dangerous when it becomes an unspoken statement: If this has not worked well elsewhere, perhaps we should not do it.

The wish to attempt only what has been proven creates a life of imitation. We may declare we want to be leaders, but we want to be leaders without taking the risk of invention. The question can lead us down a spiraling trap: If what is being recommended or contemplated is, in fact, working elsewhere, then the next question is whether someone else’s experience is relevant to our situation—which, upon closer scrutiny, it is not.

The value of another’s experience is to give us hope, not to tell us how or whether to proceed.

While it is prudent to try to mitigate risk and do your homework, guaranteed success does not truly exist. Even if it is working somewhere else, there is no assurance that it will work here. Every new idea has to be customized locally. Although it is tempting, you risk making a false promise if you support the idea that a change can be imported with little risk into your client’s workplace. Although there may be much overlap in some details, there are always hidden factors that may have allowed success in one setting, but which would prevent it in another.

The Root: Doubt and Anxiety

So what can be done? The role of the consultant, in this case, is to help the client understand that behind their question of where it is working are doubt and anxiety. They have a wish for a guarantee that this “risky thing” will be successful. It would be strange if this were not present. Yet as a consultant, working in partnership, you cannot make this promise, because so much depends on the energy and investment of the client. Part of the work, therefore, is to help the client see that while wanting reassurance is natural, the expectation of a guarantee is driven by fear and is not realistic.

On the other side of the table, consultants can also face the tension between selling and consulting. You are really doing both but lean toward the consulting. Selling means your goal is to make the sale; consulting means the goal is to help the client make a good decision. Because there is tension here, beware of any tendency to “oversell” a course of action, especially one that you have successfully pursued before. This inadvertently reinforces the false hope for “guaranteed success.”

Clients will make a better decision if they understand all that is required to make a change, especially at the local level. The field of consulting carries the shame of promising too much too soon. The search for what is working elsewhere might be useful, but can’t be a substitute for a willingness to try something new, with little more than your own faith as proof you are making a good decision.

To act in this new frame:

  1. Don’t assume that success elsewhere guarantees success here.
  2. Help the client and yourself by recognizing the place of doubt and anxiety in any new venture.
  3. Bring as much local knowledge to bear as possible. The more the idea is locally customized, the better chance it will succeed.

[Adapted from Peter Block, ‘Twelve Questions to the Most Frequently Asked Answers,’ The Flawless Consulting Fieldbook and Companion: A Guide to Understanding Your Expertise, 2001, pp. 401]

Taking It To Scale: Reframing the “Scalability” Problem

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Whenever a pilot project is successful, the question you can inevitably expect is “scalability.” How do you take this to scale and make the same thing happen across departments, or locations, or teams? It worked in one place, so let’s make it work in every place.

And let’s do it in a hurry.

For businesses under constant pressure to adapt and produce results, what could give a greater sense of safety than replicating “proven” methods?

But very often what worked in one place fails dismally in another.

This doesn’t mean the wish for scalability is wrong. But how can you reframe this classic problem in order to deliver the desired outcomes? Let’s explore.

If You Acted on This Definition

With the stated goal of taking the project “to scale,” your most likely course of action would be to standardize the elements of the pilot. Figure out the basic structure of the successful project and codify it into workable structures and procedures.

You would then obtain support from the top. Next, you would turn it into a program, hold a bunch of meetings, conduct training programs, set system-wide standards, and all the rest that has become stock in trade in change management.

Reframe “Scalability”

There is an underlying reason why this approach so often fails. Pilot projects work largely because people in one local site are engaged in creating them. Because they are locally engaged, they are able to act within the full scope of their own needs, circumstances, and knowledge. It is this act of engagement and creation that leads to high performance.

When you take something to scale and do it fast, the imaginative life is drained out of it. What you end up doing is to attempt to extract what is “universal” from what has worked locally. And usually, this means figuring out how to replicate certain outcomes rather than the creative processes which led to them. Therefore, when applied elsewhere, what once was choice becomes coercion.

Nothing can be taken to scale. The success record of proliferation is poor.

The way to think about it is that, like politics, all change is local. You can’t easily copy and paste results from one locality to another. But what you can proliferate is the possibility of local invention following some loose guidelines and statement of purpose.

Don’t fall for the trap of thinking that top management is simply to blame for problems in “scalability.” Support from the top is not necessary to shape an organization of your choosing. Let top management set the mission. But every unit should be able to express its own vision of how best to organize and train itself in order to achieve that mission. This is the only way that the mission can be instantiated at the local level. Otherwise, the top’s inherent distance from the local circumstances will sabotage the ability to replicate the intended results.

Lastly, be prepared for this to take time. The wish to do something quickly is really a defense against local choice. It is the argument that we do not have time to engage a lot of people.

Don’t buy speed as an argument. Speed is a defense against depth and meaning. Nothing important happens quickly. Choose quality of experience over speed. The world changes from depth of commitment and capacity to learn.

To act within this frame:

  1. Don’t assume what worked “there” will work “here.”
  2. Engage local workers in the creative process of creating a vision for their unit.
  3. Go in for the long haul. Although engaging more people takes more time, it will produce more meaningful and resilient change.

[Adapted from Peter Block, ‘Twelve Questions to the Most Frequently Asked Answers,’ The Flawless Consulting Fieldbook and Companion: A Guide to Understanding Your Expertise, 2001, pp. 398-399]

When we offer a service primarily because clients want it, we have chosen commerce over care.

Tom & Jerry: Reframing the “Conflict Resolution” Problem

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Tom and Jerry don’t work well together. Sure, every workplace faces relational difficulties at times. But this has gone beyond cat and mouse games. Their increasingly public tension is dragging the whole team down and disrupting the atmosphere. They simply have to work it out or nothing is going to get done. Conflict resolution is another classic consulting situation in which the presenting problem likely needs reframing, or else it will continue to reoccur.

As we’ve discussed in earlier articles, the majority of generic consulting situations require looking for the underlying dysfunction in the human system as opposed to the surface issue. But in the case of interpersonal conflict, the problem is eminently “human.” So what are some of the ways this common situation can be reframed for new possibilities?

If You Acted On This Definition

Taking the issue at face value, you meet with Tom and Jerry separately to hear their viewpoints, then bring them into the same room and use some mediation process to help them come together. There is sharing of grievances, perhaps some negotiation and the hope is for the two parties to shake hands and start playing fair again.

Reframing “Conflict Resolution”

Conflict resolution is very valuable; that is not the question. The standard approach may well help in many instances. But there are just as many where the animosity seems insurmountable and nothing seems to be working. This is where we need a new frame.

The first way to reframe this issue is to be careful to test whether Tom and Jerry want to work it out. Too often the boss wants resolution, but the combatants do not.

The simple question is to ask whether each party wants to win or work it out.

If one or both are so entrenched that they just want the other to simply disappear, then don’t move ahead. Conflict resolution strategies depend on a certain level of good will. If it does not exist, then surgery may be required.

Secondly, don’t make the mistake of believing that all conflicts are resolvable. They are not, and you lose your credibility, especially in your own eyes, by taking on a task that never had a chance.

Sometimes confronting the players with the belief that you cannot help them raises the stakes and wakes them to the cost of their conflict.

The Third Man

Lastly, consider that what seems to be a problem between two is often a problem among three. The person who asks us to get involved is often a player too. Be open to the possibility of a dysfunctional triangle and try to understand the role of the sponsor of the mediation, who might be unknowingly keeping Tom and Jerry at odds. If this is the case, Tom and Jerry will feel it. Ask them what role your sponsor plays in their relationship and what impact that has.

In summary, to act within this frame:

  1. Test whether the combatants themselves desire conflict resolution.
  2. Challenge the assumption that the conflict is in fact resolvable.
  3. Understand the role of the sponsor of the mediation.

[Adapted from Peter Block, ‘Twelve Questions to the Most Frequently Asked Answers,’ The Flawless Consulting Fieldbook and Companion: A Guide to Understanding Your Expertise, 2001, p. 400]

Define What You Mean: Reframing the “Clear Vision” Problem

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When tasked with implementing change in your organization, you may have found yourself in this position: The goal of change has been shared, presented, and discussed repeatedly. Yet you keep hearing the claim, “We need a clear vision of what we are moving toward.”

This is another classic consulting situation and it presents itself as a problem of definition. For instance, how do you define the difference between change and transformation?
How do you define leadership, empowerment, the new economy, or the role of a middle manager?
What is the new role for human resources?
But for all the clamor about wanting definitions, many times what is truly murky is the question, not so much the answers. This is an indicator that you need to reframe the issue at hand in order to get to the root. Let’s look at some thoughts on how to reframe the “clear vision” problem.

If You Acted On This Definition

Taking the “clear vision” complaint at face value, you would spend a lot of time trying to define what is new in terms that people will understand. You would write it down. You would produce manuals and short brochures written in “lay terms” to describe that which is essentially a change in consciousness. Then, the ultimate attempt at creating definition is the competency model: a comprehensive listing of the skills needed to be fully proficient at a job or role. Have you ever seen one that any human being could achieve?

Reframing The “Clear Vision” Problem

To reframe the clear vision problem, you need to see that the request for definition is often not a problem of clarity, but an expression of disagreement.
It is fine to make one attempt at definition. But most of the time we have already done that, and yet the question persists. In this case, the thing to focus on is the request for us to define the term. If a definition is necessary, then what if you let those who ask the questions struggle with the answer for themselves?

confused dog seemingly without a clear vision

What if the request for clear vision has to do with roles? For years middle managers have wanted to know what their new role is. Well, after all this time, if they can’t figure it out, maybe there is no new role. The principle here is that you (as the questioner) have to translate language into your own setting and into your own experience. Sure, others can help a little, but they cannot do it for you.

Learning Clarity Through Ambiguity

Dennis Bakke, head of AES, a very enlightened company that produces electrical power around the world, likes ambiguity in language. He says that if people are unclear about what something means it forces them into a conversation about it, and that conversation leads to learning. Hearing a definition from another leads to memorization, not learning. The only definition that endures is the one that I myself have created.
If people are unclear about what something means it forces them into a conversation about it, and that conversation leads to learning.
Lastly, in this situation, it is important to realize that the wish for a clear vision is another form of the wish for safety. It is the desire to know where you are going before you go there. It is a desire for measurable, controlled outcomes. Ultimately, it is a longing for safety that does not truly exist.
In the end, defining terms is an academic diversion from the more fundamental human questions involving risk, purpose, courage, and adventure. But here is the thing: real safety comes from the experience of discovery, acting in the face of your fears–not waiting to act until your fears have disappeared. It is not until you try something that you will realize that you will survive it.

So To Act In This New Frame For Clear Vision:

  1. Realize that persistent requests for definition are not a lack of clear vision, but an expression of disagreement.
  2. Invite the person asking for the definition to struggle with it for themselves. This leads to conversations in which they will truly learn rather than memorize.
  3. Understand that the desire for a clear definition is masking a desire for safety. But real safety is found in acting in the face of our fears.
[Adapted from Peter Block, ‘Twelve Questions to the Most Frequently Asked Answers,’ The Flawless Consulting Fieldbook and Companion: A Guide to Understanding Your Expertise, 2001, pp. 401-402]

The Deadwood Dilemma: Reframing the “Low Performer” Problem

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There are few things that incite feelings of injustice at work as the perception of “freeloaders”…low performers, reaping benefit from other people’s work. There is at least one team member who is not pulling their own weight.

This is an accountability issue.

And we’ve found that early in every discussion about accountability and institutional reform, what follows is someone who will ask what they should do with the “deadwood.”

How do you handle low performers under this new world order?

In situations like these, the consultant’s task is to reframe the question to reveal the underlying issues rather than just deal with the surface-level…what we call the “presenting problem.”

The Presenting Problem: Deadwood

A member of the team is underperforming and dragging the whole team’s performance down. The rest of the team is frustrated that this low performer is benefitting without contributing their fair share.

If You Acted On This Definition

If you focus on dealing with “deadwood” then you’ll look at the issue as a performance management issue. You might:

  • Proceed by developing competency models to create objective measures to evaluate the lowest performers
  • Move to make performance improvement targets more clear and self-evident
  • Talk about offering exit packages to aid in “clearing the deadwood.”
pointing finger at low performers
Reframe “low performers” as symptomatic of the team’s dysfunctions.

Reframing the “Low Performers” Problem

There is an embedded irony in channeling your focus on fixing the low performers or underachievers.

Why? Because if you’re successful in converting a low performer into a top performer, then another member of the team will have to become the lowest performer.

Oops. The end result is a self-perpetuating cycle.

You see “deadwood” is really not the problem.

So what’s the real “Low Performers” problem?

When you focus on fixing the low performers, you merely shift attention away from the team’s performance.

Sure, individual team members need help at times. But the reality is that if the team was performing well and working well together, then it could easily afford to bring along some “freeloaders.”

The truth is that the problem-person, the low performer, the “deadwood,” is likely to be the victim of projection.

Scapegoating may make us feel better, but goats are rarely the real issue.

“Et Tu, Brute?”

You may be told that the low performers need to get “on board.” That’s an interesting judgment. Why do they think they’re “on board?”

Who is to say the people having you deal with the “deadwood” are not also in that category themselves?

Low Performers reflect the Team

In family therapy, the child who gets all of the negative attention is called the “identified patient.” And that “patient” carries the symptoms of what is really a family problem.

So, when you reframe the “deadwood” dilemma as other than an individual performance management issue you’re able to see that whatever issues are prevalent in the low performers indicate issues in the team as a whole entity. And addressing the dysfunctions in the team will serve to raise the bar for individuals within it.

[Adapted from Peter Block, ‘Twelve Questions to the Most Frequently Asked Answers,’ The Flawless Consulting Fieldbook and Companion: A Guide to Understanding Your Expertise, 2001, pp. 396-397]