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George is the Founder and CEO of a little and modern setup that is growing very speedily in his market. Due to the need to exaggerate quickly, George enlisted the support of a group of investors who in the end acquired a much more spectacular incumbent in the industry. Now, at least on paper, George has become the dominant player in his industry.

However, that is just where the difficultnesses arise. The team that George acquired had a very dissimilar corporate culture from the one that George has. While most of their managers pride themselves after their past track records, they had grown rather complacent and are not responding fast sufficient to changes in the market. Since they have a much longer history and are actually much more prominent that George’s team, they are resentful that they had been acquired by what they sensed as inexperienced amateurs.

Not surprisingly, the 2 teams end up fighting each other most of the time when they could have worked together to manufacture better results for all. One of the key issues of such infighting is that the senior executives larger team are paid much higher salaries that are benchmarked after the executives of Fortune 500 companies, while George’s original team is in truth remunerated under the industry average, including George himself.

Initially, George did not think the compensate issue will cause such outstanding tensions within the team. While he understood that this issue is only but the flashpoint of more prominent conflicts amid the 2 teams, the issue would have to be addressed if both teams were to move on and create results.

Knowing that the issue is a thorny one that may lead to more conflicts if not handled well, George drew his experience of the Six Thinking Hats to initiate this essential confrontation.

Start by Focusing on Common Goals

In situations where both sides could potentially have very heated arguments, it make sense to plan and prepare before the conversation. After all, “victorious armies plans for victory before going into battles”, AND “the best victory is the one that’s won without fighting” so says Sun Tzu. Hence the following framework that you may use if you want to resolve conflicts and build synergy:

Blue Hat – Start with the mutual goals that you and everyone else would like to achieve.

White Hat – Gather information, be that hard facts or listen say. Just gather as much applicable selective information as much as possible.

Yellow Hat – Look for areas where you may original give affirmation for the positive contributions and purposes that the other party had made.

Black Hat – Let them recognise the negative aftermaths that will affect the mutual goals if not one thing is done. Let them air their objections and worries too.

Green Hat – Invite and engage them to work with you on possible originative suggestions to support resolve the issue. Let the ideas flow and not criticise any ideas at this moment. You from time to time may need to generate an sufficient mass of unworkable ideas before you hit the genuinely good ones!

Red Hat – Getting every one to express their feelings, as well as to vote on those suggestions they deem may be further invented into possible real solutions.

Yellow Hat – Give further affirmation that the team is doing well. Even if there has to be yet concrete results, give affirmation and encouragement for their attitude and effort.

Blue Hat – Map out the next steps, and set the rules for handling future conflicts and confrontations.

The main reason why arguments take place is that both sides tend to take the position of “I’m Right, You’re Wrong”. If both parties insist that they are right in their own way, and the other party is wrong, that means both parties are not more than willing to listen. Worse still, both parties tend to lose sight of their initial goals intended to be attained and fight for the sake of winning the fight. Well, they may win the argument, but they will not get the buy-in if that’s the case.

Hence, the basi step is to start out with mutual goals and objectives. Differences in views and ways of doing things will subsist even with the smallest of teams. With the dandier special and significant stress for modern thinking as a company, and the increasing need for self-expression by younger team members, the role of leaders is not to make every one comply with only one way of doing things. Rather, the role of leaders is to grant flexibleness AS LONG AS mutual goals and goals intended to be attained may be met.

The other thing that needs to be done is to give affirmation to an individual with conflicting views. Unless you actually do not want to, and will not need to, work with that person ever again, you will have to think of ways to win that person over. Besides, no matter how much you disdain that person’s performance, it’s likely that the person will still have made positive contributions in the past, and that’s one area that you may spotlight to know those past contributions.

Communicating Your Differences and Seeking Collaborative Solutions

Here are galore examples how the speech may be conducted to resolve conflicts and build synergy, with regards to the issue faced by George:

Blue Hat – “I’d like to talk about sure issues that might be preventing our team to be more competitive, so that we may be even more successful in future. Is that OK with you?”

White Hat – “I understand that we are paying galore of our executives salaries that are above the industry average. I likewise grasp that some of our staff felt that it is an unfair exercise because of that.”

Yellow Hat – “I do be grateful for that the reason for having a generous package for a great deal of executives is so that we may attract the best talent in the market. I also be grateful for that most of our executives have been delivering particular results in recent years.”

Black Hat – “At the same time, I’d like you to grasp that such high compensate packages may be increasing our costs, and hence decreasing our competitiveness. Furthermore, a good deal of of our people, including a number of high-performers, are perceiving that it is an unfair practice, and are sentiment very disengaged as a result. Having said that though, I would also like to listen from you what worries you might have if we were to review our executives’ pay.”

Green Hat – “Let’s explore number of things from which only one can be chosen that could support us attract the best talent, and as well as to maintain our competitiveness. I’ll be more than happy to listen to your suggestions and ideas, and please do generate as galore ideas as possible.”

Red Hat – “Can I recognise how you are sentiment now? Can we pick the top 3 ideas that we like most?”

Yellow Hat – “Thank you all for your contributions. I think these are outstanding ideas that we may commence exploring how to put them into action”

Blue Hat – “How would you like to schedule an action plan so we may start out the reviewing the executives’ remunerate packages?”

On the other hand, if you are in the sales department, and would need to win the aid of the production section to customise a sample to meet a customer’s last-minute request, this could be how you may approach them:

Blue Hat – “As our team is having this client request for a customised sample, is it OK that I ask you to help with this request?”

White Hat – “The client needs the sample by tomorrow. Let me recognise what support you need so I may help you meet this tight deadline.”

Yellow Hat – “I do be grateful for that you have been helping our clients with their requests, and I believe management also be grateful for your attempts too”

Black Hat – “I do understand that such a request will cause a great deal of inconveniences for you. Please do percentage with me what else is causing difficultnesses for you.”

Green Hat – “Since meeting the customer’s deadline is going to be a big issue here, may we both work together to see what else may be done to at least reduce delays, while at the same time concede me to negotiate with the client for more time?”

Red Hat – “Do you feel convinced of delivering what you just said on time? If not, it’s OK to see what else we may do.”

Yellow Hat – “Thank you for making the extra crusade to do this. I will make sure the client be grateful for the results of your final product.”

Blue Hat – “If all is set, is it OK pick up the sample? Please feel free to give me a shout anytime you need my help.”

It is expected that actual conversations to resolve such conflicts to be a lot more fiery and emotional. If all parties are trained in the Six Thinking Hats or other attainments that will support resolve conflicts and build synergy, the effects will be a lot better.

Winning Them Over

Ultimately, if you see yourself as winning over others who might be having sure conflicts or keeping dissimilar ideas from yours, you may then tap into their intelligence and resources and invent more synergy. On the other hand, if you are bent on crushing the opposition, you create dissent and division. At best, you will not get more than willing cooperation. In a great deal of cases, you may genuinely disengage them and see them working for your competitors. Worse still, it may result in severe infighting amongst teams.

Hence, here are galore guidelines to follow:

Focus on the mutual goals that both or all parties would like to achieve;

Be more than willing to share information;

Give affirmation to the other party, no matter how difficult it is to find what they have done right;

Listen or even actively solicit what their worries are or what they are unhappy about;

Seek to work together towards mutual goals

Does that mean that you may work with any person and win them over? Perhaps not. However, it will be your onus to seek to build synergies with others, irrespective of what your position in your team is, and disregarding of their beliefs or attitudes. United we stand, and separated we fall. You may support make the people around you live and work as One United People, so as to achieve happiness, progress and successfulness for all.

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