Conflict management in the Freedom-form company Tutorial

Discover how 'Freedom Form' companies revolutionize conflict management! This video dives into the empowering processes that transform disputes into collaborative solutions. Learn about the principles of self-governance, shared values, and accountability that minimize conflicts while fostering a culture of trust and autonomy. Engage with the unique insights from Frederic Laloux's methodologies, and see if this innovative model could reshape your workplace dynamics!

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résultat(s)
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In a classic company,
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employees in conflict logically turn to their superiors
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who will either help mediate or settle the dispute.
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In the Freedom For company,
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conflict management follows rigorous and extremely empowering processes.
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What is interesting is that even Freedom For
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companies know that conflicts will emerge naturally.
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Even if employees have developed a level of awareness,
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openness,
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accountability and trust,
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conflict will continue to emerge.
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This is why conflict management processes have been formalised.
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Does self-governance generate less conflict?
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We do not have any figures on the subject.
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It would seem that certain characteristics of
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self-governed companies will reduce the risk of conflict
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while others will make them more fragile.
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So-called freedom form companies share a
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common mission and evolutionary purpose,
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and rely heavily on their values.
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Having a common direction,
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therefore avoids many disagreements about where to go.
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Having common values refocuses the
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resolution of disagreements on shared priorities
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if they are really shared.
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Companies free themselves in a long and deep process.
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Self-governance does not happen overnight.
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Company reorganisation goes hand in hand with employee maturity,
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sense of responsibility,
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autonomous teams.
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Relationship of equals little or no middle management.
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no egotistical leader.
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We get out of domination relations,
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emotional intelligence,
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expression of singularities,
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trust rather than control with the signing of contracts or trust of charters,
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coordination and knowledge sharing,
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working group volunteering,
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successful monitoring of all of these principles is only possible if.
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The processes are clear,
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rigorous,
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and shared.
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The freedom has nothing to do with anarchy.
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Employees have a high level of awareness,
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enabling them to voluntarily integrate the purpose,
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values,
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and processes.
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Without a high individual sense of responsibility,
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the disappearance of hierarchical layers will lead to chaos.
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Without motivation around the company mission,
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there will be no volunteers in the work groups,
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and I can continue to describe how the Freedom
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form company is doomed to failure and generates chaos.
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When it is deployed in the hands of people who did
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not have the level of awareness required for such autonomy,
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but everything can be built
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hand in hand,
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step by step.
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The liberalisation of the firm therefore goes hand in hand with
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a guiding leader
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who carries and embodies the purpose,
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values,
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and principles of the freedom formed company.
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Self-governance principles and processes that are established step by step
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in consultation with the employees,
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a maturity and empowerment of the employees,
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those who will remain in the company or join it.
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An employee of Favy,
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a metallurgy company,
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says with a smile,
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the problem in the Freedom For company is that there is no more reason to complain.
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How to complain when everything is created in collaboration and autonomy.
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It is difficult to blame colleagues or management.
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Freedom is not possible without accountability.
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The clearer and more shared processes are,
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the more responsible employees will be
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and the less conflict there will be.
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But once again,
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this does not happen overnight and without any real motivation on both sides.
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To go against the tide of what I just said,
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another question,
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wouldn't setting up the Freedom form company create more conflict
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because of
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the shortening of the hierarchical line,
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a dilution of expertise,
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a loss of reference on the roles and limits of each person's position?
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All this can create a lot of confusion and especially a
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lot of resistance for those who think they are losing something.
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It seems that it is the managers who are the
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most resistant to the transition to freedom form company.
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They lose their status,
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their power.
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The transition from a pyramidal structure to
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self-governance is a huge change for everyone
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and will result in gains
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and losses.
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If you have a desire for autonomy,
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you will find it easier than if you need power and or stability.
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But what will happen to employees who do not share
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at all the values of the Freedom For company?
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They will resist and push the conflict
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if the processes are not clear or if there are holes in the racket,
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conflict will emerge.
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If some employees who are not mature enough
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choose to take advantage of their new autonomy to work less,
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conflict will emerge.
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Some CEO proclaim their desire for a freedom form company.
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However,
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they have not integrated its dimensions and believe they will get
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a more positive image and a new impetus from it,
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both with employees and customers.
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These are likely to generate a lot of conflict.
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Employees will not be fooled.
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A gap between announced principles and real
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actions will worsen relationships and amplify conflict.
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So
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is the Freedom Form Company a possible model or not?
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I'll leave that for you to judge.
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Since we are approaching the subject of the Freedom
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Form Company from the angle of conflict management.
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I will share with you what Frederic
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Lalou describes in his book Reinventing organisation.
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Here is an example of a process.
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Of course,
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conflict resolution processes are different from one company to another.
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These processes are essential,
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and I recommend that they be put in place as soon
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as the transition to the Freedom For company is started,
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which,
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as we have seen,
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will generate many squeaks.
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The model that I will describe is also applicable to so-called classic companies.
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Frederick Lalou presents the example of Morningstar,
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the largest tomato processor.
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They produce 40% of the tomato puree and
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diced tomatoes consumed in the United States.
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In the low season,
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Morningstar runs with 400 colleagues,
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their term for employees,
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and employs 2400 people in the summer.
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The conflict management process is described in detail in their document,
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direct communication and gaining agreement.
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It concerns disagreements of all kinds,
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technical disputes,
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interpersonnel conflicts,
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non-respect of values,
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problems related to results,
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when an employee does a bad job or shirks their responsibilities.
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The first step in the process is asking
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the other person to reach an agreement together.
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The two people sit down at the same table and try to resolve the issue.
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Whoever has decided to meet
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makes a clear request.
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No judgments,
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no exigencies.
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The interlocutor must give a precise answer.
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Say yes,
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say no,
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or make a counter proposal.
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If they cannot reach an agreement,
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they appoint a trusted colleague as a mediator.
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This colleague mediator,
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accompanies them
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in the search for a solution.
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The colleague does not have the power to impose it.
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If the mediation fails,
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a jury of colleagues is assembled,
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people close to the subject of the conflict.
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Its role is to listen
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and help shape a solution.
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It cannot impose its decision.
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However,
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its moral authority is such
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that an agreement is usually reached at this stage.
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4.
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If necessary,
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Chris Ruffer,
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the founding president of Morningstar,
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may be called upon to participate on the jury to reinforce its moral authority.
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As the dispute is private,
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all participants must respect the confidentiality of the debates
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during and after the process.
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The parties involved in the dispute are also bound by confidentiality to avoid.
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To spread their disagreement in the teams
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and contribute to the contagion of dissatisfaction
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or the creation of clans,
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this four-step mechanism proposed in detail by Morningstar
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is shared by other successful freedom form companies.
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In fact,
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this process is the best guarantee that everyone's commitments will be kept.
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The Freedom For company offers an enormous autonomy.
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If a colleague does not respect their commitments,
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respect of values,
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work well done,
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etc.
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there is no question of whining,
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grumbling and complaining to the hierarchy so that mum or dad can solve the problem.
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This self-governance mechanism is certainly not simple to set up and operate.
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It takes courage and benevolence to go to your colleague,
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tell them that you feel they are not living up to their commitments,
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and invite them to find a solution together.
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It takes courage and benevolence to listen to the colleague
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who comes to point out our shortcomings and imperfections,
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and to accept to change our behaviour.
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I recommend training
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all employees to the conflict resolution process.
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And new recruits as soon as they are hired.
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In this way,
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everyone will feel encouraged and ready to hold their colleagues to account
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and to do so
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elegantly and without fear.
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As Frederick Laloux says,
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freedom and responsibility are two sides of the same coin.
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You can't have one for long without the other.

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