MD’s Messages

Message From MD March – 2021

01 March 2021
Message From MD March – 2021

Dear friends,

We are entering the last month of the current financial year with hope and positive thoughts. The year was unprecedented, with ‘new normal’ ideas and deeds taking over the conventional wisdom.

Conflicts became common and frequent at every point of business. The viewpoints vary from individual to individual, organisations to organisations and authorities during war-like situations. Conflicts can happen in our families, social life and even within a person. Conflicts create war, and peace is the final output of any war. It’s interesting to study how conflicts begin and lead to war, how wars start and end, how they could have been avoided, and what lessons can be learned from them.

Managing conflicts is a process by which disputes are resolved, where negative results are minimised, and positive results are prioritised. The successes and failures of leadership, strategy, and negotiations play key roles in almost all conflict management efforts within families and social life. These are constants not only in the above fronts but in the business world, too. Business leaders would do well to consider the cautionary failures and promising successes on the social and personal battlefields as they pursue long-term success.

This management skill involves using different tactics depending on the situation, negotiation, and creative thinking that leaders gain from their homes, social life and education. An organisation can minimise interpersonal issues with adequately managed conflict, enhance client satisfaction, and produce better business outcomes. Workplace conflict does not automatically mean that there are specific team members at fault, although that will be the issue in some cases. Suppose we have members who question the status quo and are pushing to make changes that they feel would be positive for the organisation. In that case, that can indicate that our organisation has a high level of employee engagement. Conflict management, when done correctly, can even increase the co-learning ability of an organisation through the questions asked during the process.

Avoiding a war-like situation is always appreciable, rather than witnessing war and wait for success and peace after the war. When it comes to conflict, no one solution will work in all situations. Each situation will be different, from the trigger of the conflict to the parties involved. A manager skilled in conflict resolution should take a birds-eye view of the conflict and apply the conflict management style called for in that specific situation, and his primary aim should be to avoid a war.

Accommodating is about simply putting the other parties needs before one’s own and, in contrast, avoiding aims to reduce conflict by ignoring it. Compromising is another way to find the middle ground by asking both parties to concede some aspects of their desires so that a solution can be agreed upon. Competing in another style where One party stands firm in what they think is the correct handling of a situation and does not back down until they get their way. This can be in situations where when there is an unpopular decision to be made. It can resolve disputes quickly, but there is a high chance of morale and productivity being lessened.

In my opinion, Collaboration produces the best long-term results. At the same time, it is often the most challenging and time-consuming to reach. Friends, let’s be collaborative with people and organisations that possess our deficiencies and shortcomings and prove useful to the community and country in which we live. Have great closure of FY 2020.

Sunil kumar