XYZ company faced a situation of growing enmity between the Marketing & Manufacturing Directors during the selection of an appropriate change mechanism for the company. Difficulties in the relationship between these 2 directors had been in existence long before major change was proposed.
Both directors had variously accused each other of either creating the problem or contributing to it, although hard facts to support their respective claims were rather thin on the ground.
The CEO had recognized that there was a major difference of opinion between these two Directors who were reluctant to cooperate fully. They were also pushing very hard for their own preferred solutions. The CEO was worried that choosing of one Director's solution would cause the other Director to resign. The CEO was convinced that no progress was going to be made by the group as a whole if a solution was not chosen & implemented.
Several attempts had been made to resolve the problems, but neither director was prepared to discuss issues openly.
The CEO felt that if push came to shove, he might have had no alternative but to seek the resignation of one or the other.
One of the reasons why such issues arise is because individuals believe that if they do not succeed in getting their own way, their credibility somehow may be damaged.
This situation was resolved by using a simple process resulting in identifying the real cause of the problem between the two warring directors after which both the directors sought an urgent meeting with the CEO. Subsequently, these two directors setup a joint a joint task force to solve the problems that had been identified.
Author - Anil D Dagia, ICF Credentialed Coach, NLP Trainer member of ANLP, UK, Foremost NLP Trainer in Mumbai & Pune (India).blog comments powered by Disqus