What are the best ways to address conflicts from unclear roles and responsibilities during change management?

Navigating role confusion amidst change is inevitable, but that doesn’t make it any less stressful in the moment. You must have clarity before resolving conflicts. Rather than forge ahead, press pause and huddle to redraw responsibilities and decision rights from the team’s perspective. It demonstrates trust while injecting clarity and authority into roles needing it most. It’s a balancing act for sure, but few investments pay off faster than dedicating focus toward settling your team before kicking change into high gear.

There is freedom in documenting! The fastest way to clear up conflict is to bring all key stakeholders together in the same room (or virtual room). Outline roles and responsibilities. Who leads the project? Who has the authority to make decisions for key parts of the project? Who is accountable to complete each action/task? Use a RACI chart to help you get started. Analyze any specific conflicts for root cause and ensure that these have been addressed during the meeting.

The conflict over roles and responsibility may arise from various factors such as departmental silos, work overload, change fatigue, and more. To uncover the root causes, it is crucial to engage the right stakeholders in thoughtful discussions. There are instances where responsibilities might appear to be the clear domain of a particular stakeholder, and if reluctance continues, understanding the underlying reasons becomes crucial. Leadership plays a key role in providing support, especially when the resistance is rooted in genuine concerns. Onced the roles and responsibilities (R&R) are agreed, documented & shared, we need to define and document an escalation path to address challenges that may arise during the implementation of these R&R.

I once embarked on a road trip with friends. It was through unfamiliar territory. How suddenly did we get lost? As we chatted and laughed, we suddenly found ourselves at a confusing crossroad. No signs, no clear direction. We all had different opinions on which way to go. That's one time when I appreciated the power of clear, frequent communication. By openly discussing our perspectives (and roles), we found our way and continued our journey. This experience mirrors change management in workplaces. Clear, regular communication is key because it defines roles, resolves uncertainties, and prevents conflicts, guiding people like a compass, making sure it's a smooth and united journey towards successful change.

Os conflitos de fun??es e responsabilidades pouco claras s?o uma das principais causas de falhas em projetos de mudan?a. Inevitáveis, por vezes, no entanto, com uma abordagem proativa e preventiva, é possível reduzir o risco de que esses conflitos causem problemas significativos. Estratégias e técnicas apropriadas devem ser usadas: construir relacionamentos positivos com todas as partes interessadas; seja flexível e esteja disposto a negociar. Posto que, o objetivo é alcan?ar a mudan?a desejada, às vezes, isso significa fazer concess?es ou encontrar solu??es alternativas. Até porque, quando as pessoas n?o sabem o que é esperado delas, é mais provável que se sintam desmotivadas, confusas e até mesmo antag?nicas ao projeto.

My go-to approach for tackling conflicts is all about keeping the communication strong and happening regularly! Clarity is the hero here, making sure everyone's on the same page when it comes to who's doing what. Clashes often happen because folks aren't totally clued in on the project's why, how it affects them, their role, etc. Step one: spell out loud and clear why the project or task is important. Lay down the goals and timelines so the whole team's rowing in sync. And here's the key - roles. Get those defined so everyone knows the script. No room for confusion. When info is missing people tend to fill the void with either kinda-sorta-right or way-off-base stuff. The cure? Keep it crystal clear, no room for guesswork!

This element is crucial. As a former management consultant, one of the most important things we did in our change management project was to set clear expectations. In writing. These could be expectations about role, about how to deal with conflict, about how to deal with unexpected situations, and so much more. Discussing in advance about how to address difficult situations is so helpful.

I once witnessed the rollout of a new CRM grind to halt because of unclear roles. The VP called a timeout. She brought teams together, publicly owned the communication breakdown, and facilitated an open reset session on mapping responsibilities. The transparency was jarring but opened the floodgates of ideas between teams normally siloed. People felt heard, aired their frustrations constructively, and aligned behind shared goals rather than stepping on toes. Conflict dissolved into camaraderie. It didn't solve everything instantly, but because leaders chose humility and candid dialogue amid the tension, it crystallized our trust in leadership while clarifying roles and disputes holding back progress. Communication builds community, always.

El hecho de partir de la confianza significa que vamos a aplicar la economía de la confianza de Covey, en donde la sinceridad, la confiabilidad y la competencia, serán los elementos que rijan la relación y el contexto del cambio.

On my experience, clear communication of roles during change management is crucial for a smooth transition. Clearly define responsibilities, expectations, and reporting structures. Regularly update team members on any role adjustments and provide a platform for questions. This transparency fosters a better understanding of individual contributions, minimizes confusion, and helps everyone align with the change objectives.

Even meticulously planned change can throw unexpected curveballs. Despite thorough research, there will inevitably be instances of abandoned work or misalignments regarding responsibility ownership and the individuals best suited to deliver optimal outcomes. Establish a "Change Management Team" comprising of leaders and stakeholders from various levels. This team should possess the authority to make decisions, request additional research, and provide valuable feedback and suggestions. Negotiations and compromises should primarily focus on resolving minor issues and addressing final concerns as a "clean-up" exercise or handling miscellaneous last-minute tasks.

I think it's also important to remember that conflict, when managed well, can be a catalyst for positive change and growth within teams. Healthy conflict fosters open communication, encourages diverse perspectives, and surfaces underlying issues that may have otherwise remained unaddressed. Well-managed conflict promotes a culture of trust, where team members feel comfortable expressing their opinions and contributing to collective decision-making. Ultimately, embracing and effectively managing conflict can contribute to improved team cohesion, creativity, and overall organisational success.

J’attire l’attention sur le fait que des outils d’analyse de personnalité peuvent aider à gérer les conflits dans la conduite d’un changement. Manier avec art la communication selon la personnalité de l’interlocuteur.

Conflicts are inevitable in every change, but conflicts arising from unclear roles and responsibilities can be rooted from the lack of a robust change management plan, undefined accountabilities, and weak leadership. No amount of communication can resolve such conflicts if these are not established at the onset. The PCT model is the framework that if used surgically will avoid unnecessary conflicts and lead to well-managed change.

Change management is huge. A few well versed, and useful resources I’d like to suggest are: Stephen Covey’s, The seven habits of highly successful people, and, incremental change by Braybrook and Lindblom. The message is to be organized in your thoughts and your leaders and your integrity; then, unless absolutely necessary, create change via incremental but flexible orders. Finally, it’s all about trust in You!