Levine (2009) discusses the cost of conflict in four
different ways, which are direct, productivity, continuity, and emotional cost.
(p. 16) the cost of conflict I experienced falls in the realm of productivity
cost. Which Levine (2009) stated as “a value of lost time. The opportunity cost
of what those involved would otherwise be producing.” (p.16) I remember getting
into power struggle with one of my peers during a mission that was deemed
critical, the flawless execution of the task would have definitely set my
soldiers up for an award that has never been accomplished or received before by
a Guam Guardsman. He was in partnership with me and my Platoon and he fell
under me (although the same rank) to augment my guys for his future assignment
moving forward. I gave my guidance on to how I wanted to accomplish my tasks
but he directly intervened wanting to things his way, which to me was not going
to happen. He was a guest in my eyes. So we had half the day to plan but was wasted
and that half day (more life a full day) of arguing was irrelevant because he
felt that my planning was not sufficient to “his” standards. He even threatened
me on reporting to our commander about my plans and behavior. This was a waste
of both of our times because the plan was set and approved but he wanted to do
things his way.
This issue eventually cost more problems as Levine (2009)
discussed as the opportunity cost. If we were to shift our focus as a collaborative
team, let alone realized that the soldier’s time was being wasted with us
arguing, I think we would have had better results. Due to the arguments and
stale mate in finding solutions, we missed the opportunity to accomplish our
tasks and we failed to me our goal in achieving the event’s overall intent
which was receiving the prestigious award that never has been done before. Levine
(2009) discusses the 10 principles of new thinking (p.46) I believe if I was to
have this or learned this concept I think things would have been a little
different. During that time I was a young hot-headed Lieutenant and wanted to
accomplish things on my own. However, if I was to go in there with an open mind
as Levine (2009) stated “Being open is not being weak. Being open is being your
real authentic self. Getting beyond your initial resistance.” (p.72) which
falls in line of the 5th Principle of Being Open. I should have been
opened to suggestions and hear what my peer had to say, maybe even come to a
compromise, because when I look back at it, it may have helped me and my
soldiers out in the long run.
Then thinking about the 9th principle of Learning throughout the resolution process
(Levine, 2009) where I could have listened and be able to learn at the same
time. Being an open book or sponge and absorbing the information being given. I
should not have been so defensive at the time. Levine (2009) stated “Learning
is a useful way to get rid of the ego-based ideas of winning, being right,
fixing blame, or doing it the “right” way.” (p.97) If this concept was used I would
have been able to at least come to a compromise if I felt that my plan was
solid, but still welcome outside perspective, I would have saved time and
probably raised my probability of winning the award anyway.
With these two principles this could have shaped things into
becoming successful for parties. That’s my counterpart, my soldiers, and
myself. Time was dearly wasted on how we were going to execute our plan, most
of all because of the opportunity of solidifying a plan drastically disappeared
our soldiers were the ones who felt the biggest hurt in all this. What I learned
from this exercise is to simply take a step back and analyzed your
surroundings. Know your internal and external conflicts to achieve true
success. We cannot ignore that we will experience conflicts on the way no
matter what, it’s just how we cope with the conflicts that we become better at
what we do. I actually will use these principles and hang it in my office for
future use.
References:
Levine, S. (2009). Getting to resolution: turning conflict
into collaboration. San Francisco: Berrett-Koehler.
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