Organisations by definition are made up internally of competing perspectives, interests and goals. Operational, strategic and financial issues are constantly negotiated - so much so, that often employees find negotiations with external partners and clients easier than negotiations between internal departments. The more established the organisation, the more often patterns and habits form, based on internal politics, personalities and dynamics.
Left to themselves, these negotiations often lead to escalating conflicts, which put at risk the success of the organisation. With constantly evolving business imperatives and pressure from competiton, time and energy lost in internal conflict and negotiations can have serious consequences.
But to what extent are employees equipped and trained to handle such situations? What is the best process for bringing the concerned parties to the table, and how should the dialogue be framed?
Independent and experienced mediation experts from Human-Equity answer these questions, for consitently successful outcomes.
Human-Equity’s organisational diagnostic framework is based on 8 years of case study research, and a recognition that organisations are defined by a continuous negotiation between competing layers of archetypes. Critical to building mediation solutions, is putting each person's perspective into context. Below is an ‘developmental’ overview of behavioural and operational archetypes, which provide an appreciation of the dialectic of perspectives. These dialectical perspectives are essential for the operation of organisations, despite the tensions that are created. The danger is attempting to homogenise perspectives, and render the organisation ineffective.
