Conflict Resolution Process and Fees

The Process is the solution

You are facing business or organizational issues which are impacting overall results. During these difficult times, it is hard to imagine that things can get better, that there is a solution to the problem or that anything can help. The conflict resolution process is designed to relieve the tension and open up communication so you can consider your options and make decisions that resolve the dispute.

Agreeing to work together

First, we must agree to work together. This is part of the process because it confirms that the parties are ready to resolve the conflict. I ask: Do the parties acknowledge that there’s an issue? And are they willing to consider changing the status quo? If the answers are yes, then we discuss my fee, the timing for the work and decide whether to proceed.

The fixed fee depends on the number of key stakeholders. These are the people directly involved in the decision-making. In a partnership it might be three business partners, in a family-business it might be family members who work for or have invested in the business, or in a workplace conflict, it could be two department heads. I offer a fixed fee so that there’s no concern about open-ended costs, and I sign a non-disclosure agreement so we maintain confidentiality.

Understanding the issues and facts

To start, I gather and review documentation relevant to the situation, like emails, minutes of meetings, zoom recordings, staff bios and financial information. Then I meet with the group of key stakeholders and provide an overview of the issue, the process we will follow, my role and timing.

I meet individually with key stakeholders and other affected parties so I can understand their points of view. I ask everyone, what is best for you personally? And suggest what they might  think about or do to support our work on the issues.

At this point everyone is thinking about the problem. Sometimes participants call me to talk further, suggest another person for me to speak with or provide information for me to review.

Considering possible solutions

At the second meeting with key stakeholders, we talk about the ideas that have emerged and add or delete possible solutions. I have already encouraged each person to consider the consequences of these possibilities. Sometimes there is an “Aha” moment and they realize what can be done. In other cases, it’s not obvious. There may be two equal possibilities or no great solution.

Deciding what to do

The client decides. I have supported and expedited the decision-making process, but I don’t write reports or make recommendations. It may be a decision “for now” or a long-term shift in business direction. It’s the client’s choice and they can now make it with an understanding of the options and the related consequences.

What clients learn & the costs they avoid

By engaging my help, clients develop their own well-informed solutions quickly with minimal disruption. They save the cost and time of multiple experts doing a detailed study and writing a long report and avoid costly litigation to have someone else make the decision. They also save the hidden costs of a breakdown in trust and communication, like: employee stress and turnover, impacts on sales and customer satisfaction,  and delays in making critical business decisions. Consequential Analysis.

Working with me, clients also learn a decision-making process, Consequential Analysis® , which they can apply in future situations. Gathering information, considering multiple points of view and considering potential outcomes can replace the stress and deadlocks they have experienced in the past. If this approach becomes the norm, issues can be resolved before they escalate and threaten the well-being of the business and its people.