Symptom Resolution versus Problem Resolution Out into the Open Powerful Lessons Call Us
Symptom Resolution versus Problem Resolution
It's very interesting how and where pain and conflict hide inside an organization and what damage they can do! These destructive
forces can haunt and follow a group of people, sabotaging their best efforts almost without their even knowing. One case in
point comes to mind about an organization and its thirteen-year old fire.
In a large company, three departments needed to work closely with each other, but the stress, conflicts, and turf wars
between them always took center stage. Despite their best efforts, conflicts above and below the surface always undid their
attempts at collaboration.
Over the course of thirteen years, four consultants had been brought in to help these conflicted departments learn to
communicate and improve their teamwork skills. These consultants tried every "team building" trick in the book: ropes
courses, fun and games, etc., but none of their efforts had long lasting value for these three conflicted and diverse
departments.
Finally, I was hired by the director overseeing these departments. Simply put: she had had enough. The talented people in
these three departments couldn't fix themselves and the entire organization was suffering due to their internal conflicts.
It was clear that they needed to find a better way to work, communicate, and resolve their problems once and for all.
Initially, I listened and observed. Through a series of meetings I continued to hear one name come up over and over: Katherine.
I heard that "Katherine had done this" and "Katherine had done that." A pattern was emerging, and I needed to discover who
was this influential "Katherine." Well, long story short, Katherine had been the director of these three departments thirteen
years earlier. To the intense frustration of some and the outward delight of others, she had been terminated those dozen-plus
years ago, but the dissention over Katherine's termination still lingered today.
Discovering the "Katherine Legacy" was a profound one for this case. In that moment it became crystal clear to me that, from
the moment of Katherine's termination (and then fast forward to the present), this organization had been coping - however
feebly - with a deep split; a powerful line had been drawn in the sand way back when between those who had believed she had
been wrongly terminated and those who had believed it was high time she was gone. Until those differences were dealt with,
no amount of team building, coaching or consulting would bring these people or departments together.
The huge vacuum that had been created by this unfinished emotional business was sucking the life out of these talented,
hard-working people (even those who had been hired after Katherine's departure). The "us versus them" culture was pervasive.
As a result, productivity had suffered for thirteen years. With the under-the-surface heat caused by Katherine's Legacy, any
sparks - minor disagreements, differences in communication styles, misperceptions, and misinterpreted body language - were
all it took to fan the flames into a wildfire of conflict.
Out into the Open
Once found, this covert hot spot was dealt with by bringing it out into the open. The people of the three departments and I
discussed the issues, rather than run from them. As a group, we listened to each other. There were significant
misperceptions that were long overdue to be clarified. So we took the time that was needed and we did it together.
There were no secrets. Any misunderstandings could be cleared up in the moment. Again and again, all present could
clearly see that the event of Katherine's termination had become this single, debilitating condition that had kept
these three departments from communicating effectively. It had sucked the creative life from their talented staffs and
had held back the productivity of their organization for more than a decade. To say this realization was a profound "Aha!"
for the director would not be an understatement. Neither would it be an understatement to say that these meetings unleashed
a firestorm of emotions and heated dialogue. It was an intense, yet productive and necessary experience for all. But,
like an out of control firestorm, sometimes the best way to fight fire is with fire.
With time, the carefully implemented intervention strategies employed by departments cleared away the damage that had
been done. Through a carefully facilitated process, lines of honest communication were rebuilt. Trust began to grow.
It hadn't been easy, but it was necessary for this organization to clear cut this obstacle of Katherine's legacy. After a
time, Katherine's name, which had previously been almost toxic in its divisiveness, now became the rallying cry for respect,
open communication, and personal integrity. Katherine's legacy became the amalgam that helped these departments grow and
flourish independently and interdependently toward mutually acceptable goals. This organization didn't need to climb trees or
swing on ropes. They needed to look deep, find where the root of their problems lay, and work through those issues once and for
all. Only then could they honestly communicate and trust each other, so they could be creative and focus on the business at hand.
Powerful Lessons
For top management in this real-life scenario, a powerful lesson was learned. For this serious, systemic problem, a
more surgical or cathartic approach was necessary. Short-term actions and surface fixes — ropes course, team building
workshops, and retreats — weren't effective. In fact, those superficial fixes had been "penny wise and pound foolish"
because precious time and energies were lost — 13 years worth! — and productivity had greatly suffered as a result.
Based on solid, mutually agreed upon, and effective communication habits, the strength of this organization was restored.
- Departments were back to work.
- Attitudes and behaviors were noticeably improved.
- People within and between departments were getting along.
- Individual and organizational objectives were achieved.
- Productivity was measurably increased.
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