Here's how you can navigate conflicts of interest with your boss during organizational change.

The power of habit, patterning and conditioning can never be underestimated. Professional work is ultimately a series of decisions taken from inception to completion of work, and the presence and effect of bias is both pervasive AND surprising. Just Google "list of biases" and you will see 50 on a page, many of which we fall into on a daily basis! So it's natural that there could be many situations where conflict of interest and bias, driven by habitual reactive patterns, will raise its head. In my experience, having solid data backing up any discussion, or at least rational perspectives, will eliminate the need for overthinking such issues. A rare case when logic overshadows emotional intelligence.

Navigating conflict with your manager can be challenging. Over the years, I have encountered many types of managers with different leadership styles and personality types. To effectively navigate conflict, it's crucial to understand how the other person perceives and reacts to the information they have been given. Tactical ways to handle conflicts include: Breathing and pausing, Putting yourself in their shoes, Evaluating your communication of information—consider whether it is too little or overwhelming. Assessing if your emotions and opinions are hindering your manager from making a sound decision. People are diverse, and conflicts are inevitable. It's how you navigate and respond to them that determines outcome is negative or difficult.

It all comes down to focusing on the company's goals and growing revenue. There shouldn't be a conflict if everyone is working towards those goals. Unfortunately I had experience with a new boss (CEO) who focused on new exercises every week he learned from reading leadership books (bleh!) which had no impact on the company's goals. I participated in the exercises while keeping my team sheltered so they could stay focused on moving the company forward towards its goals. In the end, we are measured by sales, revenue, retention etc.

Identify common cognitive biases such as confirmation bias, where one favors information that confirms preexisting beliefs, or anchoring bias, where initial information overly influences decisions. Use this awareness to frame your discussions, providing balanced data and alternative perspectives. Approach your boss with empathy, acknowledging their viewpoint and expressing your understanding of their position. Foster an open dialogue by asking questions that encourage self-reflection and mutual understanding. By addressing biases thoughtfully, you can more effectively navigate conflicts of interest and collaboratively find solutions.

Es muy común pensar que el otro está equivocado. Tener una visión unilateral de las cosas nos puede hacer caer en el error de ser nosotros quienes no estamos viendo el bosque completo. Debemos tener una comprehension integral de las situaciones o conflictos, para así, partir de una base analítica que nos permita identificar hacia donde debemos dirigirnos y ser así, agentes del cambio, en lugar de representar una amenaza para la transformación.

It is just as important to listen as it is to speak. Open communication goes beyond just expressing yourself clearly. It is a two-way street that should utilize active listening and appreciating the power of inquiry. When the other person speaks, truly focus on understanding their perspective. Don't interrupt or formulate your response while they are speaking. Make sure to paraphrase what you've heard to ensure you've grasped their points. This shows you are engaged. Don't assume you know where they are coming from. Approach the conversation with a genuine desire to learn the other person's viewpoint. Don't just accept information at face value. Ask questions that challenge assumptions and encourage a deeper reflection.

In such situations, effective communication is essential. Neglecting to address issues or communicate with your boss can lead to frustration and distraction from work. It's also crucial for the other party to be open to the changes you propose. Many organizations today stick to familiar routines to maintain control and stay within their comfort zones. To be a good leader, one must distinguish between merely managing and genuinely leading a team. This approach builds trust, and people will respect their leader's decisions even during conflicts, encouraging them to broaden their perspectives as well.

One aspect of communication that I feel is really important is communicating action. It plays to the active listening approach, but a simple piece of comms outlining "you told us, so we did" can be a really powerful way of not only communicating that the change is for the collective not the individual but that peoples input has resulted in an action, a step forward. That alone can sometimes move a change forward quicker than all the milestones and planning sessions combined.

I've found that creating a safe space for open dialogue is crucial. This approach not only facilitates honest conversations but also helps in maintaining respect for the professional hierarchy. Your goal should be to reach a common understanding and find a mutually beneficial path forward. By fostering an environment of trust and transparency, you can effectively navigate conflicts and strengthen working relationships.

Seeking alignment is key to avoiding conflicts. While I prefer in-person meetings, online meetings can also work wonders. The essence lies in communicating effectively, aligning our goals, and truly listening to each other. Once we do that, the doors of opportunity swing wide open.

The first question is whether we should change anything at all. Why change? There is always resistance, and one way to get better feedback is to say, "The change is needed, but how should we do it? We are open to suggestions". Understanding where we are and where we want to be is a collective effort. The problem is how we should change if the first question is handled, and your role in this is vital. If there can be transparent communication about why and how I believe that change can happen.

With change initiatives it is important to identify the points that are mutual. Once those are identified, it becomes a starting point to discuss what further steps are required to realize the desired outcome of the initiative.

It's critical to understand the changes in the big picture and understand the focus and direction from where the boss is coming is important. Staying in alignment need not stop you from echoing your views. Aligning with core principles will help you to navigate the changes smoothly yet bring the value you like to bring. For ex, in rationalization of manpower, You may see the impact clearly for the immediate needs still in the long run, it's the need of the hour. So how you like to bring the changes while you meet your immediate needs for which you're measured, is the art. Continuing to highlight facts and risks while respecting the role boundaries rather than personalising yourself in the role, will lead to a smooth alignment.

During process, we as team member has to be clear the Organizational goal, and also seek suggestions, clarity and ideas from team leader or line manager for vetter fitting within the organisation. Line manager and team leaders' responsibilities are to ensure the link and alignment of teams and broaders team purpose with organizations.

Solution orientation is an approach I have found to be universally applicable during discussions that lead to decisions. Having a couple of possible options/solutions in the back pocket before entering the discussion significantly reduces the amount of time needed for the discussion. It also alleviates or at minimum, reduces the need for more people spending their time on decision making.

It requires critical thinking, creativity, and a thorough understanding of the issue at hand. By focusing on solutions rather than dwelling on problems, individuals can contribute positively to their teams and organizations. Presenting well-thought-out solutions demonstrates initiative, builds trust, and encourages a collaborative approach to overcoming challenges. This mindset fosters a constructive and forward-looking environment, where obstacles are seen as opportunities for growth and improvement.

I've seen firsthand the power of presenting well-thought-out options. Gathering data and understanding the process end to end are crucial steps in developing these solutions. By thoroughly analyzing the situation, you can provide informed suggestions that address the root of the conflict. This not only encourages constructive dialogue but also shows that you are invested in achieving a positive outcome for all involved. By approaching conflicts with a solution-oriented mindset and a comprehensive understanding of the process, you can foster a more collaborative environment and drive the change process forward effectively.

"If you're going to give me a headache, bring me some aspirin". By doing the work to retrieve and deliver the proverbial aspirin, your boss knows you're committed to the team and the project. Demonstrating your commitment shows the boss that you're aligned on achieving positive outcomes. Once this level of trust is established, conflict loses its sting.

Having experienced being both the decision-maker and on the receiving end of decisions, I understand that there are various factors that can influence the outcome. Budget constraints, timing issues, personnel considerations, and external events all play a role in shaping the final decision. It's crucial to recognize that just because one idea was chosen over another does not mean that the rejected ideas were bad. In the end, dedicating oneself to supporting a decision that may not align with our initial preferences can speak volumes about our integrity, professionalism, and leadership potential. It shows our willingness to put the team's interests above our own and adapt to changing circumstances with grace and resilience.

During changea, there is someone ultimate decision maker though it's participatory, because decision has to be declared and made by one person taking everyone perspective. This time team members are responsible to respect that and implement that decision. It may not b e the same decision which I expected, but we are obligated to implement.

Disagree and commit. It’s my favorite Amazon leadership principle. Working with people who cannot disagree and commit can result in people working in opposite directions or on conflicting goals. Note your concerns early on, disagree and commit.

Planning ahead is crucial for effectively managing the expectations of others. By establishing concrete, data-driven milestones and completion deadlines, we can provide a clear roadmap for success. A well-documented plan helps to eliminate emotion from the decision-making process and enables us to anticipate and address potential roadblocks and challenges in advance. This proactive approach not only fosters a sense of organization and preparedness but also sets the stage for smoother execution and successful outcomes.

Planifier à l'avance permet d'éviter les conflits d'intérêts. Anticipez les zones de divergence, élaborez des stratégies proactives et sollicitez l'avis de mentors ou collègues expérimentés. Communiquez clairement une vision partagée, accompagnez et rassurez votre équipe. Être préparé aide à les résoudre calmement et efficacement. #GestionDesConflits #Préparation #Communication

It requires setting objectives, identifying resources, and establishing timelines to ensure organized and efficient progress. By planning ahead, individuals and teams can mitigate risks, allocate resources effectively, and adapt to changes with minimal disruption. This proactive approach enhances preparedness, improves decision-making, and increases the likelihood of success in both short-term projects and long-term strategies.

Planning ahead helps you anticipate potential issues and prepare thoughtful responses. By planning, you can gather relevant data and examples to support your points. It also allows you to set clear objectives for the discussion, ensuring that you stay focused on finding a resolution. Planning may also help demonstrate your commitment to resolving the conflict proactively. Additionally, having a plan helps you remain calm and composed during discussions, making it easier to handle the situation effectively.

The best thing to do to retain alignment along the way, is to define as a group what success looks like upfront. Have that clear articulated outcome (from not only an installation, but realisation perspective), and then have a team manifesto of the key things that might enable, or roadblock you to getting there.

In the end, it's important to maintain professionalism and empathy throughout your interactions. Don't forget to also acknowledge the challenges and pressures your boss may be facing and strive to understand their perspective. There may be other activities affecting their decision that is not set to be shared widely yet. Stay flexible and open to compromise, recognizing that finding a mutually acceptable solution often requires give and take. Finally, document your discussions and agreements to ensure clarity and accountability, which helps prevent misunderstandings and ensures follow-through on resolutions.

One aspect for me that is a key aspect of successful change management is balance. Keeping pace of change high enough that people / organisations gain momentum and move with it but not so fast that you leave people behind on the journey. To make any change stick, be that a process, a behaviour or a culture you need get the balance right and also really invest in growth of your network of advocates and champions to reinforce the change behind you as you move forward.

Conflicts of interest come in many guises. From a mild perception that the proposed changes infringe on ways of working to a substantial or material concerns to the business. Either way the approach taken needs to illustrate clearly the possible impacts with proposed alternatives for consideration.

It is important to understand and analyze the organizational global mandates, country priorities, gaps and strategic development goals(SDGs) which will give essence to make the changes in the organization thus contribute to resolve unnecessary conflicts within the team and superiors.