Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you continue browsing the site, you agree to the use of cookies on this website. See our User Agreement and Privacy Policy.

Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you continue browsing the site, you agree to the use of cookies on this website. See our Privacy Policy and User Agreement for details.

Successfully reported this slideshow.

Like this presentation? Why not share!

17,568 views

Published on

Published in:
Business

No Downloads

Total views

17,568

On SlideShare

0

From Embeds

0

Number of Embeds

3,154

Shares

0

Downloads

961

Comments

3

Likes

26

No embeds

No notes for slide

- 1. Resolving Conflicts without Compromisealso known as“I want to have my cake and eat it!”<br />Pascal Van Cauwenberghe & Portia Tung<br />
- 2. About us<br />Consultant.<br />Storyteller.<br />Games Maker.<br />Consultant. <br />Project Manager. <br />Games Maker.<br />His Blog: blog.nayima.be<br />Her Blog: www.selfishprogramming.org<br />NAYIMA<br />We make play work<br />
- 3. About this session<br />What do we mean by “Conflict” ?<br />Name a conflict you’d like to resolve<br />A conflict we prepared earlier<br />Patterns of Conflict<br />Ideas for resolving your conflict<br />Further reading<br />Session feedback<br />
- 4. 1/7What do we mean by conflict?<br />
- 5. “I want to live in the city...”<br />“... AND in the country”<br />
- 6. “I want to eat what I want...”<br />“... AND be fit and healthy”<br />
- 7. Manager: “We need to go faster <br />to deliver more features”<br />Developers: “We need to go slower <br />to increase quality.”<br />
- 8. What do we need to resolve conflicts?<br />Willingness to find a solution<br />Refuse to compromise <br />Common goal<br />Articulate the conflict<br />Explore solutions<br />Surface assumptions<br />Challenge assumptions<br />A dash of creativity<br />
- 9. The Shallow Thinking Process<br />A problem<br />Happy Days<br />Root Cause Analysis<br />THE Solution<br />This is what we <br />needed all along!<br />Why don’t we have <br />what we need?<br />Magic Happens Here<br />
- 10. The Logical Thinking Process<br />
- 11. The Logical Thinking Process<br />Intermediate Objectives Map<br />Prerequisite/<br />Transition Tree<br />How do we get there?<br />In small steps.<br />What is our goal?<br />What are we missing?<br />Future Reality Tree<br />Current Reality Tree<br />Would that work?<br />What could possibly go wrong?<br />Why don’t we have <br />what we need?<br />Magic Happens Here<br />That’s what this session is about<br />Conflict Resolution Diagram<br />What could be done to resolve the <br />underlying fundamental conflict?<br />
- 12. The Conflict Resolution Diagram<br />Prerequisite 1<br />Requirement 1<br />Objective<br />Requirement 2<br />Prerequisite 2<br />
- 13. 3 Types of Conflict<br />
- 14. Type 1:“I want X and the opposite of X”That’s not possible, is it?<br />“I want to live in the city...”<br />“... AND I want to live in the country”<br />
- 15. Type 2:“I want X and Y”But I have to choose, right?<br />“I want to eat what I want...”<br />“... AND be fit and healthy”<br />
- 16. Type 3:<br />“I want X. They want Y. We can’t both be right”<br />Only one of us can win, at best.<br />Developers: “We need to go slower <br />to increase quality.”<br />Manager: “We need to go faster <br />to deliver more features”<br />
- 17. 2/7 NAME a conflict you’d like to reSolve<br />
- 18. Three types of Conflict<br />I want X and the opposite of X<br />That’s not possible, is it?<br />I want X and Y but I can’t have both<br />I have to choose, don’t I?<br />I want X. They want Y.<br />Only one of us can win, at best.<br />
- 19. 3/7 Here’s one we prepared earlier<br />
- 20. Story #1<br />Consultants audited business unit => FAIL<br />We have to build a system to support the whole value stream<br />Conflicts between sales and operations<br />And between finance/audit and the rest<br />More than a month of “shuttle diplomacy”<br />
- 21. One of the conflicts is about product definition<br />Lots of confusion about what products mean<br />Ask 5 people, you get 6 different answers<br />2 previous attempts failed<br />We have a hard deadline because of new EU regulations<br />Story #1<br />
- 22. Step 1: Articulate the conflict<br />Prerequisite 1<br />Requirement 1<br />Objective<br />Requirement 2<br />Prerequisite 2<br />
- 23. Step 1: Articulate the conflict<br />Sales:<br />Customised <br />Products<br />Operations:<br />Standardised<br />Products<br />
- 24. Step 2: Find the common objective<br />Prerequisite 1<br />Requirement 1<br />Objective<br />Requirement 2<br />Prerequisite 2<br />
- 25. Tip: Don’t continue until you agree on a common, concrete and motivating goal<br />If there’s no common goal, there’s no incentive to solve the conflict<br />
- 26. Step 2: Find the common objective<br />Customised <br />Products<br />Sell more<br />Surviving<br />Business<br />Standardised<br />Products<br />Be more efficient<br />
- 27. Tip: Strive for clarity first,then for correctness<br />Precise and crisp definitions to ensure everyone has the same understanding<br />
- 28. Step 2: Find the common objective<br />Increase sales<br />Increase margin<br />Customised <br />Products<br />Profitability in a<br />shrinking market<br />Reduce costs<br />Deliver on SLA<br />Standardised<br />Products<br />
- 29. Step 3: Review clarity and logic<br />Increase sales<br />Increase margin<br />Customised <br />Products<br />Profitability in a<br />shrinking market<br />Reduce costs<br />Deliver on SLA<br />Standardised<br />Products<br />
- 30. Step 3: Find the assumptions<br />2<br />4<br />Prerequisite 1<br />Requirement 1<br />Objective<br />1<br />5<br />Requirement 2<br />Prerequisite 2<br />3<br />
- 31. Tip: Brainstorm assumptions<br />Go for quantity<br />Include “obvious” assumptions<br />
- 32. Tip: Use “Extreme Assumptions”aka “Throw a tantrum”<br />X is the ONLY way to have Y<br />X is the BEST way to have Y<br />X guarantees Y<br />
- 33. Step 3a: Find the assumptions<br />Increase sales<br />Increase margin<br />Customised <br />Products<br />1<br />Profitability in a<br />shrinking market<br />Reduce costs<br />Deliver on SLA<br />Standardised<br />Products<br />
- 34. 3a. Our assumptions<br />We can’t have both customised and standardised products because<br />Product == Product<br />Standardised != Customised<br />As soon as sales starts to customise we end up with an infinite number of products (again)<br />Sales doesn’t understand delivery<br />Operations doesn’t understand business<br />
- 35. Step 3: Find the assumptions<br />2<br />Increase sales<br />Increase margin<br />Customised <br />Products<br />Profitability in a<br />shrinking market<br />Reduce costs<br />Deliver on SLA<br />Standardised<br />Products<br />
- 36. 3b. Our assumptions<br />To increase sales and margin we need to customise products because<br />We can only compete by having an offer that’s different from our competitors<br />Customers are becoming more demanding<br />We must react quickly to customer demands<br />We can never compete on price<br />
- 37. Step 3: Find the assumptions<br />Increase sales<br />Increase margin<br />Customised <br />Products<br />Profitability in a<br />shrinking market<br />Reduce costs<br />Deliver on SLA<br />Standardised<br />Products<br />3<br />
- 38. 3c. Our assumptions<br />To reduce costs and deliver on SLA we need to standardise products because<br />Having low variation is the only way to have predictable production schedules<br />Standardised products are the only way to flexibly allocate people according to demand<br />Product variation always costs more (changeover, setups, switches, training, bottlenecks)<br />Lean only works with low variation production<br />
- 39. Step 3: Find the assumptions<br />4<br />Increase sales<br />Increase margin<br />Customised <br />Products<br />Profitability in a<br />shrinking market<br />Reduce costs<br />Deliver on SLA<br />Standardised<br />Products<br />
- 40. 3d. Our assumptions<br />To be profitable in a shrinking market we need to increase sales and margin because<br />We can’t expand the market<br />The only way to increase profitability is to sell more or increase the margin on each sale<br />
- 41. Step 3: Find the assumptions<br />Increase sales<br />Increase margin<br />Customised <br />Products<br />Profitability in a<br />shrinking market<br />5<br />Reduce costs<br />Deliver on SLA<br />Standardised<br />Products<br />
- 42. 3e. Our assumptions<br />To be profitable in a shrinking market we need to reduce costs and deliver on SLA because<br />We are penalised for not hitting SLAs<br />Our competitors have lower costs<br />This is a price sensitive market, so the only way to increase profitability is to reduce costs<br />This is a quality-sensitive market, so the only way to increase or keep market share is to increase quality<br />Quality is hitting the SLA<br />
- 43. Step 4: Challenge the assumptions<br />2<br />4<br />Prerequisite 1<br />Requirement 1<br />Objective<br />1<br />5<br />Requirement 2<br />Prerequisite 2<br />3<br />
- 44. Step 4: Challenge the assumptions<br />2<br />4<br />Increase sales<br />Increase margin<br />Customised <br />Products<br />1<br />Profitability in a<br />shrinking market<br />5<br />Reduce costs<br />Deliver on SLA<br />Standardised<br />Products<br />3<br />
- 45. 4a. Challenge our assumptions<br />We can’t have both customised and standardised products because<br />Product == Product<br />Standardised != customised<br />As soon as sales starts to customise we end up with an infinite number of products (again)<br />Sales doesn’t understand delivery<br />Operations doesn’t understand business<br />
- 46. 4b. Challenge our assumptions<br />To increase sales and margin we need to customise products because<br />We can only compete by having an offer that’s different from our competitors<br />We must react quickly to market demands<br />We can never compete on price<br />
- 47. 4c. Challenge our assumptions<br />To reduce costs and deliver on SLA we need to standardise products because<br />Having low variation is the only way to have predictable production schedules<br />Standardised products are the only way to flexibly allocate people according to demand<br />Product variation always costs more (changeover, setups, switches, training, bottlenecks)<br />Lean only works with low variation production<br />
- 48. 4d. Challenge our assumptions<br />To be profitable in a shrinking market we need to increase sales and margin because<br />We can’t expand the market<br />The only way to increase profitability is to sell more or increase the margin on each sale<br />
- 49. 4e. Challenge our assumptions<br />To be profitable in a shrinking market we need to reduce costs and deliver on SLA because<br />We are penalised for not hitting SLAs<br />Our competitors have lower costs<br />This is a price sensitive market, so the only way to increase profitability is to reduce costs<br />This is a quality-sensitive market, so the only way to increase or keep market share is to increase quality<br />Quality is hitting the SLA<br />
- 50. The assumption we challenged<br />Increase sales<br />Increase margin<br />Customised <br />Products<br />Profitability in a<br />shrinking market<br />Product == Product<br />Reduce costs<br />Deliver on SLA<br />Standardised<br />Products<br />
- 51. What if....<br />Sales and Operations were talking about different products?<br />That would explain the confusion<br />
- 52. The resolved conflict<br />Customise <br />Sales<br />Product<br />Increase sales<br />Increase margin<br />Profitability in a<br />shrinking market<br />Sales Product != Operational Product<br />Standardise<br />Operational <br />Product<br />Reduce costs<br />Deliver on SLA<br />
- 53. There was another conflict<br />Operations:<br />Coarse <br />Products<br />Low input and<br />tracking<br />overhead<br />Lower costs<br />Reduce cycle<br />time<br />How would you solve this conflict?<br />Finance & audit:<br />Detailed<br />Products<br />Detailed auditing<br />Cost analysis<br />
- 54. The Solution<br />Finance & Audit<br />“Products”<br />Operations<br />“Products”<br />Sales & Marketing<br />“Products”<br />
- 55. The Result<br />Built and deployed the system<br />Took two years, including refactoring of product catalog<br />Business unit has been profitable since<br />Market share grows<br />Among top 5 in the world meeting industry SLAs<br />Continuously improving<br />
- 56. 4/7 patterns of conflicT<br />
- 57. Three types of Conflict<br />I need X and the opposite of X<br />That’s not possible, is it?<br />I need X and Y but I can’t have both<br />I have to choose, don’t I?<br />I want X. They want Y. We can’t both be right<br />Only one of us can win, at best.<br />
- 58. Using the Conflict Resolution Diagram<br />You can’t solve your own conflict<br />Ask for help<br />The biggest obstacle is willingness to find a solution without compromise<br />Need to believe that a solution exists<br />Use examples to show that solving the problem is possible<br />First look for clarity, then for correctness<br />A clear problem statement often leads to “evaporation” of the problem<br />The CRD is a collaborative tool<br /> Don’t use it to “prove” the other party is wrong<br />Sometimes you have to provide “shuttle diplomacy”<br />
- 59. Typical conflict patterns<br />The false conflict<br />We’re talking about different things<br />Assuming we have no options<br />We always have options<br />Today against tomorrow<br />We can repay debt in small steps<br />Not enough resources<br />There are ways to do more with the same resources<br />Conflating means and ends<br />There’s another way to achieve the goal<br />
- 60. 5/7 Did you get any ideas to look at your conflicts differently?<br />
- 61. 6/7 further reading<br />
- 62. Recommended Resources<br />Summary from www.agilecoach.net<br />“The Logical Thinking Process” – H.W. Dettmer<br />“It’s not Luck” – E. Goldratt<br />“Thinking in Systems” – D. Meadows<br />
- 63. Summary<br />
- 64. About this session<br />What do we mean by “Conflict” ?<br />Name a conflict you’d like to resolve<br />A conflict we prepared earlier<br />Patterns of Conflict<br />Ideas for resolving your conflict<br />Further reading<br />Session feedback<br />
- 65. Three types of Conflict<br />I need X and the opposite of X<br />That’s not possible, is it?<br />I need X and Y but I can’t have both<br />I have to choose, don’t I?<br />I want X. They want Y. We can’t both be right<br />Only one of us can win, at best.<br />
- 66. What do we need to resolve conflicts?<br />Willingness to find a solution<br />Refuse to compromise <br />Common goal<br />Articulate the conflict<br />Explore solutions<br />Surface assumptions<br />Challenge assumptions<br />A dash of creativity<br />
- 67. The Shallow Thinking Process<br />A problem<br />Happy Days<br />Root Cause Analysis<br />THE Solution<br />This is what we <br />needed all along!<br />Why don’t we have <br />what we need?<br />Magic Happens Here<br />
- 68. The Logical Thinking Process<br />Intermediate Objectives Map<br />Prerequisite/<br />Transition Tree<br />How do we get there?<br />In small steps.<br />What is our goal?<br />What are we missing?<br />Future Reality Tree<br />Current Reality Tree<br />Would that work?<br />What could possibly go wrong?<br />Why don’t we have <br />what we need?<br />Magic Happens Here<br />Conflict Resolution Diagram<br />What could be done to resolve the <br />underlying fundamental conflict?<br />
- 69. The Conflict Resolution Diagram<br />Articulate the conflict<br />Find the common objective<br />Review clarity and logic<br />Find the assumptions<br />Challenge the assumptions<br />Explore potential solutions<br />
- 70. We can have our cake AND eat it!<br />
- 71. 7/7 Session feedback<br />
- 72. Session Retro<br />Thank You!<br />for your Gift of Feedback<br />
- 73. Thank you!<br />Introductions<br />Consultant.<br />Storyteller.<br />Games Maker.<br />Consultant. <br />Project Manager. <br />Games Maker.<br />His Blog: blog.nayima.be<br />Her Blog: www.selfishprogramming.org<br />NAYIMA<br />We make play work<br />

No public clipboards found for this slide

THANK YOU FOR SHARING YOUR PUBLICATION.

HOW CAN I DOWNLOAD IT.