Can the Ability to Conflict Create More Innovation and Profit?

In my last article, Can Trust With Greater Communication Drive Greater Results?, I expanded upon the Introductory meeting outline in our Four Meeting model, which provides a platform for more creative thinking and innovation for business excellence and expansion. I talked about connection and communication being a vital part of the neuroscience of development, and for creating different pathways in the brain which will create innovative ideas and processes.

Conflict is a huge part of creative thinking and is necessary to breaking down old structures that keep us from seeing new patterns or new organization that will bring more success. But many are afraid of conflict and avoid it, particularly in the workplace. Indeed, some organizations have conflict resolution techniques in place which are meant to stop the conflict. But why not use conflict as a tool for building greater connection and accountability, bringing forward new thoughts, perceptions and ideas that create a greater vision.

This is the premise for the Four Meeting model which is a handbook for creating meetings that allow for greater creativity and performance for each person, and for the entire team.

In the First Team Meeting, following the Introductory meeting, have each person:

  • Introduce themselves as if it is the first time they are meeting.
  • The way they see their function or role in the company.
  • How their function relates to the function of each person at the table.
  • Then it will be valuable to see if what people have said about their function is actually how others see it. Obviously, if there are differences there is an opportunity created for more clarity to be established.

The focus of this meeting will be to develop alignment so discussion of current business can follow.

Take time to set up the Second Meeting. It will be important to have full attendance, even if it is remote, as these meetings are going to be driving results.

The Second Team Meeting is critical in establishing a system of consistent follow up and accountability, and for opening up communication about each person’s role, and how the functions of each member can be connected to create better department results.

This meeting is ideally scheduled a week, to two weeks after the first:

  • Discuss any questions or issues that may have come up in the intervening week.
  • Take a few minutes for each person to discuss current projects and challenges they are dealing with.
  • Create agreements from each person to move forward or complete their projects.
  • Set up partnerships within the group so each person is accountable to one other person for agreements. It can be of value for each person to pick a partner with whom they have not had much contact.
  • Set up some action steps toward completion for the coming week with partner.
  • Discuss with partner the implementation details, and take time to set up check-in calls during the week, for 15 minutes.
  • During these calls it will be important to talk about progress, and any challenges that are getting in the way.
  • Discuss the next meeting time and come back together for the close.
  • Close meeting.

The first two meetings, along with the Introductory meeting, create a safe place for new ideas and for the discussion of challenges that need solutions. With greater connection and partnership, problem-solving becomes possible with a shorter time frame.

Stay tuned for more on the Four Meeting Model; we’ll be taking a closer look at the elements of the Third and Fourth meetings next time.

Would you like to see the Four Meeting Model in its entirety? Request a copy here: Send me a copy of the Collaborative Leadership Four Meeting Model.

Do you have a leadership question, challenge, or success you would like to share, please be sure to leave a comment. I would enjoy hearing from you! – Patricia