Week 5: Chapter 7 "Conflict"

" Master conflict - deal with anger in small doses, engage dissidents, and avoid needless power struggles."

Conflict - whether it appears in direct way or silent attitude, it is certain that this is the most difficult moment for the leaders. Also, it is true that for the group's sustainability, knowing how to manage the conflict is significant.

Dealing anger in small doses

I think it is a leader's role to be a "cushion" between the members. So in this sense, a leader not only has a role at the front but also at the back. In order to catch the germ of the conflict at the very first stage, leaders should regularly and carefully, watch the group. The book says, "...his keen awareness of the difference in people's personalities and needs was vital in minimizing destructive conflict among the crew." (p. 107) True, one's keen awareness do matter here. I think especially regarding this kind of ability, one's natural personality matters a lot compared to other sorts of skills introduced in this book. Because, I can't explain really, but one thing I can say is that, what leaders doing here is based upon feeling, not on something logical. 

Well, but leaving aside the question of whether we can capture the "moment" to take proactive action, at least we can scratch our noggin on "what concrete actions can we do?" I guess, again, knowing the personality of every single member of the group is important here and also, keep being informed of the current situation of the members: is he/she facing personal problem outside the group? is he/she feeling sick? Also, I guess having a member that tells you the situation about other members is also beneficial. As long as you are boss, it's hard to be at the completely same position as other members probably because of the emotional barrier. Therefore, having the friend with another level of perspective works. 

Engaging dissidents

One of the advises on book says "keep your personal opinions about people to yourself- and your closest advisers" I really feel that this is the point I have to improve. I think this is a matter of self-control - especially inevitable skill at political arena. The book showed us that you can "individually" talk to the person when you have him/her something to correct in their behavior. Now, I know its implication but once, I hated this kind of individual contact because to me, it appeared something like "lobbying". To clarify, I have negative image toward political lobbying because the image accompanying the word "lobbying" is "bribe". In fact, I heard lots of dirty things going on through lobbying in the debating community, which is really alike political arena. But now, I became more like realist, and do understand the necessity of individual contact - especially, the necessity to have a individual contact with the person who is at the confrontational standpoint: necessity to have a individual contact with dissidents.

Avoiding needless power struggles

I haven't experienced the situation like Shackleton such as being challenged of the authority, but do have an experience of severe conflict on vital issue that wasted lots of energy (endless quarrel that lasted for 3 hours till the 1 am) and bore almost nothing. Ever since that moment, I think I learned the choice of "retreat" or "truce".  

These tactics to confront conflicts helps us a lot. Nevertheless, it is still true that even with this tactics, leaders role in conflict situation is really heavy.

Leaders need to anyway creep the bumpy road with patience, determination, and passion...!