No change management training without the topic of conflict. The participants are grateful that this important topic is addressed, because – according to frequent feedback from participants – there is too little discussion of it in companies.
In his book “The Art of Conflict”, Klaus Eidenschink describes conflicts not as a disruption of the social system, but as its form of expression. Change creates friction. Conflict is the function of this friction. This function does not have to please or benefit those involved. It is simply necessary.
Conflicts show where the old no longer works – and the new has not yet taken hold. They mark the transition. So those who avoid conflict delay adaptation to a changed reality.
Our BANI reality is no longer linear and predictable. It is complex, chaotic and uncertain. In such an environment, the old recipes for avoiding conflict no longer work. On the contrary: we need more conflict competence. We need the ability to endure contradictions, to negotiate and to make ourselves capable of speaking.
In this context, Eidenschink speaks of contradiction communication. This means that it is not the quickest consensus that moves us forward, but the ability to productively shape the struggle for perspectives.
Roles intensify conflicts
In organizational contexts in particular, it is not only personalities that come together, but also roles. These roles are charged with interests, duties and expectations and therefore increase the potential for conflict.
This is not a bad thing per se, rather it means that conflicts are systemic and not (always) personal. They arise because systems move, requirements change and the balance of power shifts.
Those who bring clarity, a sense of responsibility and the ability to engage in dialogue make organizations more resilient – not more harmonious.
If we really take change seriously, then we don’t need less conflict, but more awareness of its function. The ability to deal with conflict is a key competence for transformation. Not to argue louder – but to understand more deeply.
My appeal: take conflicts seriously and let them be accompanied
If there is “crunching everywhere” in organizations, then this is not the end, but the beginning of real development. Conflicts do not resolve themselves. Without professional support, they quickly slip into blame, withdrawal or stagnation. The opportunity that lies within them then remains untapped.
