Conflict Management

Conflict Management

2701, 2019

Five Ways to Improve Family Business Communication

We all know communication has a powerful impact on both personal and business relationships. That’s one reason why many people identify poor communication as what needs to be fixed for the family business and relationships to thrive. The complex family business system sets a series of traps for even the skilled communicator. In family business communication, it's easy for things to go awry. But just trying to fix communication is usually not the answer. Thinking that improving communication alone will solve family business conflict is usually an unrealistic oversimplification. Solving family business conflict requires a more comprehensive solution, one [...]

2006, 2018

Collaborative Law: Resolving Disputes, Without Burning Bridges

Litigation is especially risky in a family business with more than just business interests at stake. A Collaborative Law process can get you the help you need, without the delays, uncertainty, costs, publicity, limited remedies, and relationship damage that a court (or arbitration) proceeding usually entail.

2610, 2017

Getting a Grip on Conflict, pt. 2: Managing Systemic Conflict

In Part I: Getting a Grip on Conflict, we looked at why conflict in family enterprise is often so extreme and intractable-- because conflict is inherent in family enterprise, with all of its overlapping systems (ownership, business, family, and governance.) In a family business in particular, it is critical to understand and manage systemic conflict for business success and to protect ongoing relationships. Managing Systemic Conflict How to Manage Conflict in Family Enterprise There are three principal approaches to managing conflict: 1. Bargaining 2. Force and 3. Development. Once the sources of conflict have been identified and broken down into [...]

2609, 2017

Getting a Grip on Conflict: pt.1

First step, understanding systemic conflict Why is conflict in family enterprise often so extreme and intractable? It is extreme, because roles in a family business, or access to family wealth, are not as negotiable as these issues would be in a non-family enterprise. This is true in large part because family members tend to take their role in the business very seriously. The disagreement is about more than just a job or money, it’s about what these signify to the stakeholder. Dismissing conflict in a family enterprise as greed is too easy. More often, stakeholders are fighting about very real [...]

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