Chapter 24
Handle conflicts
There are conflicts in the best-run organisations. The leader should be highly suspicious if there is no conflict, because organisations are set up for conflict.
Let’s emphasise this point. In any organisation there is a limited pot of money, management time, skills and resources. Different products, functions and regions will inevitably have different perspectives and priorities. They are all bidding for the same limited resource pot. The ensuing bidding war between departments may be civilised or it may be underhand, political and nasty. In any event, there is a contest and a conflict going on. For many leaders in the middle, the real competition is not in the market place – it is sitting at a desk nearby, competing ...
Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.
Read now
Unlock full access