A632.6.3.RB_DellElceCamila

A632.6.3.RB – The High Cost of Conflict

            While working as a paralegal, there was an instance where a business situation had a higher cost of conflict than I initially anticipated. The main experience I am alluding to occurred about three years ago. A co-worker of equal standing and I were assigned a joint project.  Instead of working together to meet the deadline, we each made our own assignments and objectives take priority.  We had different styles of going about things and already did not think the best of one another.  In the end, we were unable to put aside our differences.  The work never got done and our careers suffered, although briefly, as a result. 

            In retrospect (and to be completely honest, even at the time), I realize that our personal reservations should never have gotten in the way of the firm’s productivity.  If we could have put aside our differences and dedicated time each day that week towards the joint tasking, I am certain it would have been accomplished.  Unfortunately, we failed to adequately manage our personal conflict and differences. 

              It would be interesting to analyze this situation in the context of Stewart Levine's 10 Principles of New Thinking (2009).  The main principles I see applying in this context are those of numbers 2, 4, 5, 6, and 8.  It is hard to admit, but we really did become "wasted resources."  We threw away the firm’s time and money that week by failing to work together when all that was asked of us was to create a partnership and get the job done.  Rather, we fostered conflict.  If we had become open with one another by discussing our differences and overcome them, then we might have been able to work through everything and foster long-term, sustainable collaboration.  Clearly, this did not occur.  We should have disclosed our information and feelings to work together for the greater good. 

            In retrospect, these considerations definitely would have made a difference.  Not only would we have managed to work with one another and get the job done, but we might also have fostered a healthy business relationship with synergistic energy.  The high cost of conflict on our reputation, output, and efficiency could have been dramatically reduced.  Overall, this exercise has taught me that overcoming conflict can lead to highly productive and mutually beneficial scenarios, especially within a context such as my own.  I hope to apply them better in the future. 

References

Levine, S. (2009 ). Getting to resolution: Turning conflict into resolution. (2nd edition). Williston, VT: Berrett-Koehler Publishers