I just updated the content of our website’s page on Conflict Management System Design and I’m reminded how much I love the stuff. 10 years ago, learning about conflict management systems was new and a revelation to those being introduced to it – those revelations continue today. in continuing to shout from the mountain where and however possible, I can tell you the “a-ha!” moment is not lost still today to those who first learns about the concept.
The Conflict Management System (CMS) concept is that ‘reconnecting’ the dots (concrete working elements that help to provide information, resources and support for conflict management) within existing, and especially, dysfunctional organizations is short-term spectacularly cost-effective work needing little investment for big returns. This almost magic key opens what organizational design and structures have seemed to have kept mysteriously locked away – trapped within nebulous concepts like “leadership”, “communication”, “collaboration” and “teamwork”. Even better, the CMS key also opens up a toolbox which allows system and organizational restructuring and change that does not EVER require throwing out what is working to achieve system enhancements, savings, and “big, hairy audacious” improvements in how well and quickly issues get handled by anyone and everyone involved and affected by them.
The simple lesson is, if an organization’s conflict management system (CMS) is dysfunctional, then all of those things (“leadership”, “communication”, “collaboration” and “teamwork”) will be seen to be failing. CMS design and development makes these organizational realities crystal clear. They can be mapped, evaluated and enhanced with only small effort: no big change, no big cost, no big risk. Wow. Aha.
Many of the old-style Management Consultants or Coaches worked with a “my way or no way” approach or produced efforts, recommendations and activities that often threw earlier investments and advances away in favour of a trend of the day, or an already tried but tired approach that was known not to work. These “throw the baby out with the bath water” projects and programs left organizations – from the top down to the employees who experience them – cynical, depressed and stuck. No amount of training, promotion, or reward seemed to motivate real “sticky” lasting functional improvements.
Conflict Management “systems thinking” turns this around.
CMS Building Blocks
Systems thinking takes a close and evaluative, but integrative look at both the whole and the parts of a conflict management support system. It gauges the inputs against results and takes the best of what an organization has and: ta-da! … leaves it in place – for now. Systems work then makes very focused consultative and collaborative effort to help everyone see how solid and satisfying people, structures, programs, services and tools can be better – together – to influence, support, and partner to link, fit, and align together. Finding or creating these areas of connection recognizes, engages, adapts and allows the system parts and people to learn, grow and be better recognized as small successful efforts that everyone can get behind. People who no longer fit tend to quickly or eventually move on, while everyone else (forgive the metaphor!) gets into the same boat and rows together, in the same direction. Voila! Communication, collaboration, teamwork results.
The “go slow to go fast” approach means doing the right work when the opportunity arises: not a typical consultancy approach. No “projects” that start/finish and blow over in a few months, letting the organization slide backward. You need special kinds of consultants who are prepared to work with you. For example, the REAL customizable solution integrates any organization’s specific business rules throughout the design process. They work within the CMS and with its stakeholders to create a consistent standard of comfort and quality in the information, resources and support that simplifies the resolution of issues for leaders, employees and clients alike. Small investments… the right time, the right place, the right people – and the change sticks.
Indeed, rewarding existing successes begins an improvement cycle that people – even the cynics – can buy into. The evolution of the system see changes are often small, but are so clearly improvements that everyone can get on board. Individual and “silo” alignment break down and overall alignment improves. Issues are more smoothly and collaboratively navigated. Just being part of the process and such progress is reward in itself. This “good” work of ICMS (integrated conflict management system) design builds, pushes and pulls morale, performance and results through the organization.
What’s not to like about that? 
See below for a graphic overview of ICMS Infrastructures. Click on it to make it larger.
OCM System Overview Graphic