Dealing with conflict in the public sector
Getting things done in the public sector requires a high level of coordination. There is interdependence with other agencies and other teams. Disagreements between teams hinder implementation and can sometimes damage the success of project implementation. How to manage those tensions?
Let me tell you a short story
When I was a Minister one of the common conflicts was between the teams implementing projects and those in charge of the administrative side. Essentially, the first group wanted to go as quickly as possible and the second one was putting on the brakes to make sure all the processes complied with the law. Both are essential. To do everything well and as fast as possible.
Once, the disagreements were such that it was impacting our deadlines. The only way to understand what was really going on was to have everyone in the same room. No one was necessarily keen at the beginning, but we made it work. After two hours (and no lunch) we all found a process that took into consideration each other’s valid concerns.
As people say, when there is a will there is a way. There are three lessons from that story I wanted to share with you.
Focus on the goal
“If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.”
Antoine de Saint-Exupéry
One of the biggest takeaways of our two hours of ‘torture’ was to focus on our common goals. Having the eyes on the goal and not on a particular situation helps to reduce personal tensions. Another trick for that is to refer to the action that is wrong, or different to what you expect, and not to the person that’s doing the action.
Find your people
Think of the people you need on and off the ‘implementation bus’. In other words, think about who are the people that you need to achieve that goal and how you can work together to make it happen. A useful thing I’ve learned is the power of understanding what matters to the other side and articulate why should they care about your particular issue.
Listen more and worry less about being right
Our two-hour session had a very specific goal. I wanted them to listen to each other and understand why they were taking certain actions. By doing so they realized that both teams wanted the same thing, they were committed to a bigger goal. Furthermore, in a way, they were taking care of each other’s interests. The key is to pass beyond the point of proving you are right to find how to make it work.
In my professional career, I’ve learned that creating a space where people can listen to each other’s perspectives is essential to improve performance. If you understand what the other side wants and why it’s easier to find points of convergence.
I know you know this, but it’s always good to remember. When you work for the public sector there is always something bigger at stake, the possibility to improve people’s lives. No conflict can be above that goal.
Photo by Charl Folscher on Unsplash
