So far I have published 10 posts explaining the foundation of the HPtE Strategy™ Framework. I trust that you have found them valuable. There is much more to come.
The framework was researched and created to introduce, explain and help implement a High Performance through Engagement initiative. It is a framework to talk about High Performance through Engagement with CEO’s, Senior Leaders, HR Teams, Union Leaders, Consultants, Practitioners and, most importantly, the people doing the frontline work.
I have recently made a few edits to make the blog series flow better when they are read together. Thank you to all those who have made suggestions.
To help you navigate the series I have also added a summary page so you can go back and refresh when you need to. Here is a link to the page: HPtE Strategy™ Framework
Thank you for the opportunity to be of service.
P.s. Do you know someone who might get value from learning more about high performance through engagement? Please share this post.
The most widely-understood paradigm for understanding conflict is “fight” (i.e. to compete and win the conflict) or “flight” (i.e. to avoid people with whom one is in conflict). Any level of fight or flight behaviour will have a negative impact on performance.
Research suggests that employees can spend as much as 42 per cent of their time engaging in or attempting to resolve conflicts and over 20 per cent of managers’ time is taken up by conflict-related issues.
“In most organizations nearly everyone is doing a second job no one is paying them for–namely, covering their weaknesses, trying to look their best, and managing other people’s impressions of them. There may be no greater waste of a company’s resources.”
Masters and Albright, in their book The Complete Guide to Conflict Resolution in the Workplace, point out that most people don’t realise how workplace conflict occurs, are often not even consciously aware of conflicts, and that managers, as well as their employees, are rarely trained to resolve conflicts constructively. Even fewer people realise that the conflict is caused by people trying to deliver solutions to their particular interest at the expense of the others.
Cloke and Goldsmith, in their book Resolving Conflicts at Work: Ten Strategies for Everyone on the Job, argue that workplace conflict results in significant economic and emotional losses including litigation, strikes, reduced productivity, poor morale, wasted time, employee turnover, lost customers, dysfunctional relationships with colleagues, destructive inter-departmental battles, and stifling rules and regulations.
Clearly, confronting and managing organisational conflict presents a major challenge to organisations that wish to deliver sustainable high performance. Organisations that fail to address the conflict between delivering on all 3C’s run the risk of a passive-aggressive culture, delivering poor consumer value and commercial failure.
Want to learn how to remove the conflict? Ask us about our Discover HPtE Strategy® Video Conference – a one-hour introduction to the HPtE Strategy® Framework. Contact Karl via direct message on LinkedIn
“An HPtE Strategy™ is a whole of organisation strategy that deliberately creates a Culture of collaboration, innovation, confidence and achievement in order to improve Consumer Value while being Commercially Responsible.”
HPtE is more than a Continuous Improvement (CI) strategy and it provides an environment where CI will work better. Agile, Lean, Six Sigma and TOC work better when people have a habit of collaboration, innovation, confidence and achievement.
Of course, if you already have good CI practices that will be to your advantage.