Turning conflict into synergistic intelligence

Turning conflict into synergistic intelligence

In an age of disruption and diminishing resources, we have to plumb even into deeper levels of capacity as individuals, teams and organisations.  To get full access to the intelligence, creativity and capacity of teams, you need a culture that makes people feel safe to express their ideas – even when these contrast and even conflict with the dominant view. But so often individuals and teams avoid such differences and prefer to say nothing and fit in because the potential for conflict is too scary.  But this can be turned around so that differences are encouraged and do not have to degenerate into destructive conflict.  Such differences are actually the source of synergistic intelligence which is the intelligence of a group that greater than the combined intelligence of the individuals within it. To tap this intelligence and avoid destructive conflict, you need to understand your relationship to conflict, have skills to integrate and negotiate differences and conflict, and predictable processes for dealing with conflict when it is destructive. If you want to develop this insight, skills and strategies for turning conflict into synergistic intelligence, then join us in our one-day program, Managing Relationships and Conflict, on August 12, 2016. You can also register for the whole Clinician to Manager: Acceleration Program,...
Single Point of Failure

Single Point of Failure

I am a director on a board of a not for profit organisation. Having just completed the Australian Institute’s Company Directors’ course, I was reminded of the enormous responsibility individual directors hold for the welfare of their organisation. They are individually, legally responsible for the health of the company.

Shifting perspectives – Transition into management

Shifting perspectives – Transition into management

There seems to be an assumption that because nurses are great clinically, or have been around for a long time, they should be promoted into management. But, nursing and management are two very different roles. Nurses are great at getting things done, and doing them well – at solving other people’s problems. And that strength can sometimes gets in the way of getting things done through others – which is what great managers do well. One of our greatest challenges when we go from clinician to manager is getting work done through others, and holding them to account, and shifting our focus from the individual’s well-being to the team’s and the organisation’s well-being. A Unit manager is responsible in many ways for the quality of people’s lives for 8 hours of every day they work in their teams – even when the manager is not there, even when the manager is not leading. Because if the manager, the legitimate leaders in the organisation is not leading the team, someone else is. Whenever there is a leadership vacuum, some one will fill it – and these ‘someones’ are not necessarily doing it well or for the right reasons. If you are a manager of a unit, you are also responsible for achieving the organisation’s mission and strategic priorities – and sometimes these seem to be at odds with the priorities of the individuals in your team – so you need to manage performance too. And it often seems hard to do this and maintain the friendships you once had as a clinicians. There are so many things to consider when...
No theory-practice gap – accelerating management learning

No theory-practice gap – accelerating management learning

According to the National Institute of Health in the US – there are 185,000 clinical trials every year. How do clinicians know their practice is based on current evidence?

The reality is that you can’t know everything – so knowing things is no longer enough. We need to know how to get information, evidence and then make sense of it.

That’s what makes it so important to create cultures where everyone’s contribution is valued and they are encouraged to continually review what they do know, continue learning and testing their assumptions. To foster this culture, we don’t have to have all answers – we need to ask great questions and find innovative solutions.