Surviving Leadership Chaos
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Surviving Leadership Chaos
" We make a living by what we get, we make a life by what we give. " - Winston Churchill
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Courage: The Defining Characteristic of Great Leaders

Courage: The Defining Characteristic of Great Leaders | Surviving Leadership Chaos | Scoop.it
Courageous leaders inspire employees, energize customers, and position their companies on the front lines of societal change. Bill George explains why there aren't more of them.

Via Dr. Deborah Brennan, Mark E. Deschaine, PhD, Ricard Lloria, Roy Sheneman, PhD
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Courageous leaders inspire employees, energize customers, and position their companies on the front lines of societal change. Bill George explains why there aren't more of them.
 
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Dealing with conflict in the matrix.

Dealing with conflict in the matrix. | Surviving Leadership Chaos | Scoop.it

As “matrix” management replaces more traditional top-down organisational structures, it can create new people-management issues. 


Via Anne Egros
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(From the article) A typical sequence for resolving conflict has four stages – recognizing the problem, understanding the differences, creating shared purpose, and building and delivering agreements. Having recognized the problem, the next three phases involve moving past understanding the differences into finding common ground and deciding how you are going to work together in the future. These three phases are much more difficult to deliver remotely, particularly at the early stage where there is often an emotional component to the discussions.

 

Meet face to face if you possibly can at this stage, as it is important to understand what people think and feel and also to understand why. You then need to look hard for existing points of commonality, which often means finding the common business goal.

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Anne Egros's curator insight, June 23, 2014 10:29 AM

How do you teach conflict management in matrix organizations ?

 

Increased opportunity for conflict in a matrix can include the following:

 

→In a matrix, employees have more than one boss and work on multiple teams. Resources are shared more widely across the organisation and this can create competition for resources.

 

→Working with more diverse groups of colleagues from different functional, corporate and national cultures, and different perspectives and values, can easily cause misunderstanding.

 

→Virtual teams often have limited opportunities to meet face to face; instead they are working together through email, webinars, video and other tools, all of which make misunderstandings more likely

 

→Leaders who are used to a more “command and control” way of working may find it difficult to adapt to accountability without control and influence without authority and may respond by trying to increase their control over activities.