Clarifying roles and responsabilitues to avoid conflict Tutorial

Uncover the secrets to resolving team conflicts in "Clarifying Roles and Responsibilities to Avoid Conflict." This video dives into the critical importance of clearly defined roles, effective communication, and innovative approaches like RACI, ensuring collaboration and teamwork. Learn how to foster responsibility and collaboration to drive success—watch now!

  • 09:22
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résultat(s)
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Unclear roles and responsibilities between colleagues
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or in a manager managed relationship
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or even in the relationship with customers.
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Both are sending back each other a task or blaming
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each other for not doing what they should have done.
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Examples,
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you feel that your colleague or client is intrusive and that they have
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no say in a particular project or a particular way of doing things.
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A manager of a manager speaks directly to the employees
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and interferes in the distribution of tasks and decision making.
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Indeed,
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in business,
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there are many opportunities to leave tasks that no one feels responsible for
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or to step on each other's toes until the conflict breaks out.
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Unclear roles and responsibilities leave the field open
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to games of power and influence,
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to protection and conquest of territories,
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to jealousy and competition.
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There are 3 solutions to avoid the conflict due
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to this lack of clarity of roles and responsibilities.
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The first and most traditional solution is to minimize the risk of conflict by
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defining the parameters of each person as precisely as possible who does what.
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As a manager,
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communicate clearly about each other's roles and responsibilities.
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Sometimes a more detailed job description can help.
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As a collaborator,
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if you see lack of clarity that could trigger conflict,
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talk about it to ensure a shared vision.
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List the tasks of cross-functional projects and
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confirm they have been distributed without duplication.
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In this solution,
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number one.
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If there is a confusion on the parameters,
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it is generally the manager who decides.
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Of course,
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if you are in conflict with your manager over what you feel,
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it is your role in the responsibility to go out
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to them and clarify it and to avoid more tension.
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Warning
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in a professional world subject to permanent change where
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flexibility and cross functional work is increasingly required,
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this method of clarification
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appears to be an endless task to be carried out
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and moreover unstable.
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It is difficult to put people in boxes and precisely list their tasks.
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Maybe we can do it for field missions,
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not sure.
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Furthermore,
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reducing a position to a number of clearly defined tasks limits the autonomy,
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the empowerment,
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and the development of employees.
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The second solution that I propose is the
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one that is already practiced in self-governed companies
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and that Frederick Lalou describes to us in his book Reinventing Organizations.
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When entering the position,
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the employee has a number of roles in their
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portfolio that they have agreed to take on.
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These roles will enrich
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and change in an organic.
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And
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according to the wishes of the employee and the needs observed in the company.
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When the collaborator wants to change something and take a new role in a project,
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they will first seek the opinions of all the people affected by these changes.
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Then,
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after having carefully listened to the advice,
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they will decide if they will implement the change.
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In the philosophy of self-governing companies,
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this freedom to bring about change and
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expand its tasks is inseparable from responsibility.
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If the employee behaves as an adult,
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new roles and responsibilities will unfold smoothly.
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As adults they will know how to listen to each other's opinions
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and take them into account in the development of their own roles.
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As an adult,
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they will take responsibility for their thoughts,
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their actions,
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their emotions,
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and their stress without waiting for the solution to come from above.
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As an adult,
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the employee facing a problem does not reflexively escalate it through
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the hierarchy and wait for the manager to solve the problem.
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They won't wait for the manager to decide on roles and responsibilities.
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The employee will feel responsible for the mission because they have chosen it.
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The employee can no longer hide themselves,
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blaming third party collaborators,
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managers,
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and customers,
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or taking refuge in apathy and resentment.
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Is there a problem with the mission they have chosen to commit to?
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The employee will seek a solution with the stakeholders without
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arguing that it is not his task to do this.
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We are therefore dealing with a flexible definition of parameters based
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on listening to the needs of the company and the customer
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and the motivation of each of them.
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The freedom to choose one's roles goes
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hand in hand with strong individual responsibility.
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It is up to
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everyone to settle any disputes that may arise.
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A third solution consists of empowering on
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missions and objectives rather than on tasks.
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Job descriptions are often large and imprecise.
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And sometimes this is due to a lack of clarity.
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Sometimes it's on purpose
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to keep flexibility to make room for evolving monthly and quarterly missions,
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projects and objectives.
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It's up to the manager to ensure that employees
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feel responsible for the success of objectives and missions,
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but how?
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First,
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by defining these missions and objectives with them,
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and second,
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by giving them autonomy,
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they will then feel really concerned and responsible.
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These scheduled projects and objectives encourage everyone
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to feel responsible for their success.
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If there is a blockage,
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their commitment will push them to seek solutions,
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to negotiate with those with whom.
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Share the mission instead of passing the buck.
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Transversality now requires that both demonstrate relational
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intelligence to resolve difficulties and disagreements.
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We cannot anticipate every hazard of a project.
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There will be new or unanticipated tasks that will have to be distributed.
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It's OK.
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Stakeholders can manage it.
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The manager will only intervene
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as a mediator or arbitrator in more difficult situations
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which will really require greater clarification of roles and responsibilities,
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or when they have to deal with an employee who
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does not have a sufficient sense of cooperation and accountability.
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Booker T.
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Washington said,
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one of the best ways to help someone is to
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give them responsibility and let them know you trust them.
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Here is an effective tool to facilitate the
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distribution of responsibilities in a collective project,
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the RACI.
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Make an Excel table with the main actions of the project.
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Then for each row,
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determine the RACI.
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Each letter represents a responsibility.
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Are as responsible,
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the one who bears the responsibility for the success of this action in the project.
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They have the authority to make the decisions about this action.
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A is for actor.
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It is the one or those who will carry out the action of the project.
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The actor can also be the one who is responsible.
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C is for consulted.
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This is the person whose advice should be listened to
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before making a decision on the action to be taken.
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For example,
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the customer director should be consulted on a new commercial approach.
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And I is for informed.
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These are the people who must be informed of any decision regarding this action.
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Determine the RACI
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on the main lines and actions of the project.
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I would therefore like to remind you to build a clear RACI.
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You'll first have to list all of the activities of a process and actions of a project.
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Then you'll have to list all the actions concerned
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before writing line by line which are the RACI's responsible actor,
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consulted and informed of each action.
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A well defined RACI can avoid many conflicts and other losses of efficiency.
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So
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we have seen different ways of managing the distribution of
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roles and responsibilities which when not shared generate conflict.
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A more traditional first way which
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seeks maximum precision through the parameters,
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through managerial decision making and written contracts.
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A second way by self-governance with
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great freedom combined with strong responsibility,
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and then the third way which is between the two.
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Commitment to a mission with real individual
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responsibility plus a lot of collaborative work
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and the distinction of roles facilitated by tools such as RACI.
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In this case,
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the presence of a superior can be required to decide if necessary.

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