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C OURAGE
IN THE MIDDLE OF
C ONFLICT
Resolving conflict methodically with the
Conflict Resolution Diagram from Theory of Constraints

Ash Moran
ash.moran@patchspace.co.uk
PatchSpace Ltd @patchspace
T HE F IVE XP V ALUES

Simplicity

Courage

Feedback

Communication

Respect
C OURAGE
Courage is effective action in the face of fear.
…
Without intending to diminish the kind of physical
courage demonstrated by a soldier, it is certainly
true that people involved in software development
feel fear.
~ Kent Beck
F EAR

Physical harm

Loss of security

Damage to ego

Loss of autonomy
+
+

+
Fear
+

+
+

Loss of
effectiveness

Isolation

(not exhaustive)
C OMPLEX S YSTEMS
Spend more!

Stop
arguing and
make some f*in
money!

Be bold!

Marketing
Sales

Buy Macs!

Investors

Be cautious!

Software
Legal
Spend less!

Purchasing

Finance

Buy PCs!

IT

HR
C ONFLICT

Resolve conflict

Identify
conflict

Express the
situation clearly

Surface
assumptions

Find creative
solutions
I DENTIFYING A C ONFLICT
C ONFLICT S CENARIO :
L IMITED RESOURCES
HoldYourHand Hosting provides managed server hosting to
large and small clients. Recently they’ve been suffering an
unusually large number of outages.
In a number of cases, support staff have handled follow-up
calls badly and upset clients. As a reaction, many managers
have taken to jumping on issues themselves. “Managers
think they know our job best!” and “Support staff are
complete idiots!” and are often heard shouted around.
Support staff are scared to speak to clients,

and managers are overwhelmed with firefighting.
Who should handle the clients, support staff or managers?
E XPRESSING THE S ITUATION
C LEARLY
P RE - REQUISITES
Managers

call clients

Support staff
call clients
R EQUIREMENTS
Preserve client
relationships

Managers

call clients

Use mgmt time
appropriately

Support staff
call clients
C OMMON G OAL
Preserve client
relationships

Managers

call clients

Use mgmt time
appropriately

Support staff
call clients

Run a successful
business
T HE C ONFLICT
Preserve client
relationships

Managers

call clients

Use mgmt time
appropriately

Support staff
call clients

Run a successful
business
S URFACING A SSUMPTIONS
R EQUIREMENT 1
Preserve client
relationships

Run a successful
business

We need clients to be successful
We can’t afford to lose clients
We can’t find new clients
R EQUIREMENT 2
Management time is scarce
Managers have a specific role to play

in improving the business
Run a successful
business

If managers are distracted, the 

long-term health of the business is

compromised
Use mgmt time
appropriately
P RE - REQUISITE 1
Preserve client
relationships

Managers

call clients

Managers are better at dealing with clients 

than support staff
Clients are going to leave if they get bad service

from support staff
Support staff can’t learn to make good calls
P RE - REQUISITE 2
Managers don’t have time to make calls
Support calls are operational work, not

management work
Support staff have useful knowledge

about outages when making calls
Use mgmt time
appropriately

Support staff
call clients
T HE C ONFLICT
Managers

call clients

Managers and support staff

can’t both make support calls
Support staff
call clients
W ORD I T TO B REAK I T
R EQUIREMENT 1
Preserve client
relationships

Run a successful
business

We need clients to be successful
We can’t afford to lose ONE SINGLE client
We can’t find ANY new clients
R EQUIREMENT 2
Management time is scarce
Managers have a specific role to play

in improving the business
Run a successful
business

If managers are distracted AT ALL, 

the long-term health of the business is

compromised
Use mgmt time
appropriately
P RE - REQUISITE 1
Preserve client
relationships

Managers

call clients

ALL managers are MUCH better at dealing with 

clients than support staff
ANY clients will leave if they get JUST ONE 

bad call from support staff
Support staff CAN’T POSSIBLY learn to make good calls
P RE - REQUISITE 2
Managers don’t have ANY time to make calls
Support calls are operational work, not

management work
ONLY support staff have useful knowledge

about outages when making calls
Use mgmt time
appropriately

Support staff
call clients
T HE C ONFLICT
Managers

call clients
EITHER managers OR support staff

must both make ALL support calls
Support staff
call clients
C HALLENGE A SSUMPTIONS
R EQUIREMENT 1
Preserve client
relationships

Run a successful
business

We need clients to be successful

❌ We can’t afford to lose ONE SINGLE client
❌ We can’t find ANY new clients
R EQUIREMENT 2
Management time is scarce
Managers have a specific role to play

in improving the business
Run a successful
business

❌ If managers are distracted AT ALL, 


the long-term health of the business is

compromised

Use mgmt time
appropriately
P RE - REQUISITE 1
Preserve client
relationships

Managers

call clients

❌ ALL managers are MUCH better at dealing with 

clients than support staff

❌ ANY clients will leave if they get JUST ONE 

bad call from support staff

❌ Support staff CAN’T POSSIBLY learn to make good calls
P RE - REQUISITE 2
❌ Managers don’t have ANY time to make calls
Support calls are operational work, not

management work

❌ ONLY support staff have useful knowledge

about outages when making calls
Use mgmt time
appropriately

Support staff
call clients
T HE C ONFLICT
Managers

call clients
EITHER managers OR support staff

❌ must both make ALL support calls
Support staff
call clients
F IND C REATIVE S OLUTIONS
P RE - REQUISITE 1
Preserve client
relationships

Managers

call clients

Target management calls on the most
important situations
(Do we know which these are???)
Train support staff
(Who? How? When?)
P RE - REQUISITE 2

Give more information to managers
before calls
(Do we have this???)

Use mgmt time
appropriately

Support staff
call clients
T HE C ONFLICT
Call training for staff
Preserve client
relationships

Run a successful
business

Managers

call clients

Target management calls
Highlight information
Use mgmt time
appropriately

Support staff
call clients
D EVELOP
W IN -W IN S OLUTIONS
P RE - REQUISITE 1
Preserve client
relationships

Managers

call clients

Restrict management calls to clients
worth over 5% of business or with
complaints in the last 8 weeks
Allocate 2 hours per week to be spent

on training calls for support staff
P RE - REQUISITE 2

Create a system for support staff to
flag significant information to
managers before making calls

Use mgmt time
appropriately

Support staff
call clients
T HE C ONFLICT
Call training for staff
Preserve client
relationships

Run a successful
business

Managers

call clients

Target management calls
Highlight information
Use mgmt time
appropriately

Support staff
call clients
T HE C ONFLICT
Call training for staff
Preserve client
relationships
Target
management calls

Run a successful
business

Use mgmt time
appropriately

Highlight
information
F INAL S TEP OF THE C YCLE

Have courage to commit to the solution:
a solution never implemented is worse than

a solution never promised.
D ISCUSSION P OINT

The company experienced a period of long outages to
high-profile clients. Many of the support staff were
junior members with little experience.
Was it reasonable to expect support staff to handle
these calls well? What plausible scenarios might have
caused this situation and in which of them is blaming
the support staff fair?
O BSTACLES TO
C ONFLICT R ESOLUTION
S ELF - INTEREST

If we resolve this fairly,
I might not get what I want,
so I’ll fight for my side.
S ELF - DISINTEREST

I’m not that important,
and my opinion isn’t worth much,
so I’ll let the other side win.
C OMPROMISE

The most important thing is to keep everyone happy,
so we’ll let everyone have an equal share of what they want.
C ONFUSION & T ERROR

I don’t have a clue what’s going on around me any more,
I don’t even want to say a word.
C OGNITIVE D ISSONANCE

Logic says X;
but I believe Y,
so logically:
X must be wrong,
KILL IT WITH FIRE.
W ORKSHOP
R EFERENCES
I T ’ S N OT L UCK
Eli Goldratt
T HE L OGICAL
T HINKING
P ROCESS
William Dettmer
T HEORY OF
C ONSTRAINTS
H ANDBOOK
Edited by
James F Cox and John G Schleier

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Courage in the middle of Conflict

  • 1. C OURAGE IN THE MIDDLE OF C ONFLICT Resolving conflict methodically with the Conflict Resolution Diagram from Theory of Constraints Ash Moran ash.moran@patchspace.co.uk PatchSpace Ltd @patchspace
  • 2. T HE F IVE XP V ALUES Simplicity Courage Feedback Communication Respect
  • 3. C OURAGE Courage is effective action in the face of fear. … Without intending to diminish the kind of physical courage demonstrated by a soldier, it is certainly true that people involved in software development feel fear. ~ Kent Beck
  • 4. F EAR Physical harm Loss of security Damage to ego Loss of autonomy + + + Fear + + + Loss of effectiveness Isolation (not exhaustive)
  • 5. C OMPLEX S YSTEMS Spend more! Stop arguing and make some f*in money! Be bold! Marketing Sales Buy Macs! Investors Be cautious! Software Legal Spend less! Purchasing Finance Buy PCs! IT HR
  • 6. C ONFLICT Resolve conflict Identify conflict Express the situation clearly Surface assumptions Find creative solutions
  • 7. I DENTIFYING A C ONFLICT
  • 8. C ONFLICT S CENARIO : L IMITED RESOURCES HoldYourHand Hosting provides managed server hosting to large and small clients. Recently they’ve been suffering an unusually large number of outages. In a number of cases, support staff have handled follow-up calls badly and upset clients. As a reaction, many managers have taken to jumping on issues themselves. “Managers think they know our job best!” and “Support staff are complete idiots!” and are often heard shouted around. Support staff are scared to speak to clients,
 and managers are overwhelmed with firefighting. Who should handle the clients, support staff or managers?
  • 9. E XPRESSING THE S ITUATION C LEARLY
  • 10. P RE - REQUISITES Managers
 call clients Support staff call clients
  • 11. R EQUIREMENTS Preserve client relationships Managers
 call clients Use mgmt time appropriately Support staff call clients
  • 12. C OMMON G OAL Preserve client relationships Managers
 call clients Use mgmt time appropriately Support staff call clients Run a successful business
  • 13. T HE C ONFLICT Preserve client relationships Managers
 call clients Use mgmt time appropriately Support staff call clients Run a successful business
  • 14. S URFACING A SSUMPTIONS
  • 15. R EQUIREMENT 1 Preserve client relationships Run a successful business We need clients to be successful We can’t afford to lose clients We can’t find new clients
  • 16. R EQUIREMENT 2 Management time is scarce Managers have a specific role to play
 in improving the business Run a successful business If managers are distracted, the 
 long-term health of the business is
 compromised Use mgmt time appropriately
  • 17. P RE - REQUISITE 1 Preserve client relationships Managers
 call clients Managers are better at dealing with clients 
 than support staff Clients are going to leave if they get bad service
 from support staff Support staff can’t learn to make good calls
  • 18. P RE - REQUISITE 2 Managers don’t have time to make calls Support calls are operational work, not
 management work Support staff have useful knowledge
 about outages when making calls Use mgmt time appropriately Support staff call clients
  • 19. T HE C ONFLICT Managers
 call clients Managers and support staff
 can’t both make support calls Support staff call clients
  • 20. W ORD I T TO B REAK I T
  • 21. R EQUIREMENT 1 Preserve client relationships Run a successful business We need clients to be successful We can’t afford to lose ONE SINGLE client We can’t find ANY new clients
  • 22. R EQUIREMENT 2 Management time is scarce Managers have a specific role to play
 in improving the business Run a successful business If managers are distracted AT ALL, 
 the long-term health of the business is
 compromised Use mgmt time appropriately
  • 23. P RE - REQUISITE 1 Preserve client relationships Managers
 call clients ALL managers are MUCH better at dealing with 
 clients than support staff ANY clients will leave if they get JUST ONE 
 bad call from support staff Support staff CAN’T POSSIBLY learn to make good calls
  • 24. P RE - REQUISITE 2 Managers don’t have ANY time to make calls Support calls are operational work, not
 management work ONLY support staff have useful knowledge
 about outages when making calls Use mgmt time appropriately Support staff call clients
  • 25. T HE C ONFLICT Managers
 call clients EITHER managers OR support staff
 must both make ALL support calls Support staff call clients
  • 26. C HALLENGE A SSUMPTIONS
  • 27. R EQUIREMENT 1 Preserve client relationships Run a successful business We need clients to be successful ❌ We can’t afford to lose ONE SINGLE client ❌ We can’t find ANY new clients
  • 28. R EQUIREMENT 2 Management time is scarce Managers have a specific role to play
 in improving the business Run a successful business ❌ If managers are distracted AT ALL, 
 the long-term health of the business is
 compromised Use mgmt time appropriately
  • 29. P RE - REQUISITE 1 Preserve client relationships Managers
 call clients ❌ ALL managers are MUCH better at dealing with 
 clients than support staff ❌ ANY clients will leave if they get JUST ONE 
 bad call from support staff ❌ Support staff CAN’T POSSIBLY learn to make good calls
  • 30. P RE - REQUISITE 2 ❌ Managers don’t have ANY time to make calls Support calls are operational work, not
 management work ❌ ONLY support staff have useful knowledge
 about outages when making calls Use mgmt time appropriately Support staff call clients
  • 31. T HE C ONFLICT Managers
 call clients EITHER managers OR support staff
 ❌ must both make ALL support calls Support staff call clients
  • 32. F IND C REATIVE S OLUTIONS
  • 33. P RE - REQUISITE 1 Preserve client relationships Managers
 call clients Target management calls on the most important situations (Do we know which these are???) Train support staff (Who? How? When?)
  • 34. P RE - REQUISITE 2 Give more information to managers before calls (Do we have this???) Use mgmt time appropriately Support staff call clients
  • 35. T HE C ONFLICT Call training for staff Preserve client relationships Run a successful business Managers
 call clients Target management calls Highlight information Use mgmt time appropriately Support staff call clients
  • 36. D EVELOP W IN -W IN S OLUTIONS
  • 37. P RE - REQUISITE 1 Preserve client relationships Managers
 call clients Restrict management calls to clients worth over 5% of business or with complaints in the last 8 weeks Allocate 2 hours per week to be spent
 on training calls for support staff
  • 38. P RE - REQUISITE 2 Create a system for support staff to flag significant information to managers before making calls Use mgmt time appropriately Support staff call clients
  • 39. T HE C ONFLICT Call training for staff Preserve client relationships Run a successful business Managers
 call clients Target management calls Highlight information Use mgmt time appropriately Support staff call clients
  • 40. T HE C ONFLICT Call training for staff Preserve client relationships Target management calls Run a successful business Use mgmt time appropriately Highlight information
  • 41. F INAL S TEP OF THE C YCLE Have courage to commit to the solution: a solution never implemented is worse than
 a solution never promised.
  • 42. D ISCUSSION P OINT The company experienced a period of long outages to high-profile clients. Many of the support staff were junior members with little experience. Was it reasonable to expect support staff to handle these calls well? What plausible scenarios might have caused this situation and in which of them is blaming the support staff fair?
  • 43. O BSTACLES TO C ONFLICT R ESOLUTION
  • 44. S ELF - INTEREST If we resolve this fairly, I might not get what I want, so I’ll fight for my side.
  • 45. S ELF - DISINTEREST I’m not that important, and my opinion isn’t worth much, so I’ll let the other side win.
  • 46. C OMPROMISE The most important thing is to keep everyone happy, so we’ll let everyone have an equal share of what they want.
  • 47. C ONFUSION & T ERROR I don’t have a clue what’s going on around me any more, I don’t even want to say a word.
  • 48. C OGNITIVE D ISSONANCE Logic says X; but I believe Y, so logically: X must be wrong, KILL IT WITH FIRE.
  • 51. I T ’ S N OT L UCK Eli Goldratt
  • 52. T HE L OGICAL T HINKING P ROCESS William Dettmer
  • 53. T HEORY OF C ONSTRAINTS H ANDBOOK Edited by James F Cox and John G Schleier