How to Pick a Good Fight  

Oleh:

Joni, Saj-Nicole A. ; Beyer, Damon

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 87 no. 12 (Dec. 2009), page 48.
Topik: Leaders; Peace; Harmony; Teamwork; Conflict

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.40 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

Peace and harmony are overrated. Though conflict-free teamwork is often held up as the be-all and end-all of organizational life, it actually can be the worst thing to ever happen to a company. Look at Lehman Brothers. When Dick Fuld took over, he transformed a notoriously contentious workplace into one of Wall Street's most harmonious firms. But his efforts backfired - directors and managers became too agreeable, afraid to rock the boat by pointing out that the firm was heading into a crisis. Research shows that the single greatest predictor of poor company performance is complacency, which is why every organization needs a healthy dose of dissent. Not all kinds of conflict are productive, of course - companies need to find the right balance of alignment and competition and make sure that people's energies are pointed in a positive direction. In this article, two seasoned business advisers lay down ground rules for the right kinds of fights. First, the stakes must be worthwhile: The issue should involve a noble purpose or create noticeable - preferably game-changing - value. Next, good fights focus on the future; they're never about placing blame for the past. And it's critical for leaders to keep fights sportsmanlike, allow informal give-and-take in the trenches, and help soften the blow for the losing parties.

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