ゴリアテが衝突するとき
よりダイナミックな組織を構築するために幹部間の対立を管理する
「特に上層部での対立が無視されると、その結果、企業は競合他社よりも自社内でより激しく競争するようになるだろう。」
-ハワード・M・ガットマン
「ある推計によると、管理職は時間の 20% を対立やその管理に費やしている。収益性の観点から言えば、年収 15 万ドルの管理職は、その給与の 3 万ドルを対立に費やしていることになる。会社に管理職が 10 人いるとしたら、それは収益に 30 万ドルの打撃を与えることになる。」
「幹部間の対立を管理する」 - 高いパフォーマンスを発揮するチームを育成する
About When Goliaths Clash
"Conflict in the executive ranks often snakes its way down to the trenches, polarizing entire organizations and undermining morale, productivity, and corporate goals. But managed correctly, the passion that powers these conflicts can be turned into a high-performance fuel that transforms not just executive relationships but the mechanics of the whole company.
When Goliaths Clash shows how to treat conflict as a business issue, achieve positive outcomes from divisive relationships, and identify the different sources of conflict, from assumptions, values, and wants, to stylistic clashes and organizational conditions.
The book combines real-world strategies drawn from the author's consulting experience with the results of a 10-year survey of more than 300 executive teams. Packed with examples from companies like Johnson & Johnson, L'Oreal, Motorola, Phillip Morris, and more, this constructive book will help unlock horns -- and open the door to more productive relationships throughout entire organizations."
The Praise for When Goliaths Clash
"One of the greatest challenges facing today’s organization is to ensure that its top management team is a cohesive, strategically aligned force for change. When Goliaths Clash should be read by all executives intent on turning dysfunctional conflict into honest, open debate; defining clear roles and accountabilities; and growing business relationships that produce results and success."
— Robert A. Lutz, Vice Chairman, Product Development and Chairman, General Motors North America, l Corporation
"You will come away from this book with a proven process—but not a cookie-cutter solution—for building high-performance organizations and harnessing the creative forces of hard-charging leaders at every level."
— Carol J. Hamilton, President and General Manager, L’Oréal Paris Division, a division of L’Oréal USA, Inc.
"When Goliaths Clash will help many top management teams and their organizations move from lackluster to top performance. Guttman captures the insights, processes, and techniques that have transformed clashing Goliaths into goal-directed, productive contributors."
— Chuck Nesbit, President & CEO, Sara Lee Intimate Apparel and Hosiery, and Vice President, Sara Lee Corporation
"When Goliaths Clash is a book written from the trenches. It is practical, hard-hitting, and provides lessons in leadership and conflict management that are applicable to leaders in a variety of business situations."
— Marc Robinson, President, Pfizer Consumer Healthcare, Pfizer Inc.
"Too many organizations are consumed fighting internal battles rather than marketplace competitors. When Goliaths Clash shows executives how to bear down on business results, keep organizational energy directed at winning in the marketplace, and lift the fog surrounding the goal of creating high-performance teams."
— Carol Zilm, Worldwide President, Cordis Endovascular, a Johnson & Johnson company
本
カリフォルニアに拠点を置く情報サービスプロバイダーでは、新社長は厳しい課題に直面した。東海岸と西海岸の事業所間の連絡がまったく取れず、国連の介入に値するほどの妨害行為や抵抗が横行していた。意思決定は行き詰まり、売上は急落した。
経営陣間の権力闘争、敵意、三角関係、策略を放置しておくと、組織全体に壊滅的な打撃を与える可能性があります。しかし、対立に対処し、方向づけることで、対立はビジネス成果を達成するための原動力に変わる可能性があります。
この強力で独創的な本は、上級管理職に効果的に対立を管理する方法を示しています。ハワード・M・ガットマンの輝かしいコンサルタントとしての経歴と、300 を超える経営陣に対する 10 年間の調査に基づいており、ジョンソン・エンド・ジョンソン、コーチ、キャンベルスープ、モトローラ、ファイザーなどの企業の裏側から得た数十の実際の例が満載されています。
「When Goliaths Clash」では、幹部間の対立を管理してよりダイナミックな組織を構築する方法と、組織のダイナミクスに関する洞察、そして以下の方法を含む豊富な実践的なアドバイスが紹介されています。
チームをビジネス目標に沿って戦略的に調整し、個々の役割を明確にし、対立を解決するためのプロトコルを確立します。
上級管理チームから下位レベルまで、対立を個人的な問題として捉えず、ビジネス上の問題として扱う高パフォーマンスのチームを構築します。
個人の認識の違いと組織の状況における対立の根源を理解します。
機能不全の紛争が最も起こりやすい最新の分野である電子メールで効果的にコミュニケーションを取り、無謀に「送信」ボタンを押してしまうことによる損害を最小限に抑えます。
職場での対立の管理に関する本は数多くありますが、経営陣の間で勃発し、組織全体に分裂や対立を引き起こす可能性のある、疲弊させる対立について取り上げている本はほとんどありません。When Goliaths Clash では、機能不全の対立から競争力のある成功へと移行する方法を紹介しています。
著者
ハワード・M・ガットマンは、ニュージャージー州マウントアーリントンに拠点を置く経営コンサルティング会社、ガットマン・デベロップメント・ストラテジーズ社（GDS）の代表者です。同社は1989年に設立され、エグゼクティブコーチング、水平的かつ高パフォーマンスのチームの構築、戦略と組織の調整、および管理能力開発トレーニングを専門としています。
GDS は、Leadership Excellence 誌によってトップのリーダーシップ開発コンサルティング会社としてランク付けされ、同誌の「Excellence 100 トップ思想リーダー」リストにもハワードが選出されまし た。
講演依頼
ハワード氏は、次のようなトピックに関する人気の講演者です。
「優れたビジネスチームには何が必要か？」
「中核的なリーダーシップ能力としての紛争管理」
「高パフォーマンスチームにパフォーマンスを組み込む」
「エグゼクティブコーチング：現場から学ぶ教訓」
「アライメント：トップダウンで高パフォーマンスチームを構築する」
「セルフコーチングを通じて明日のリーダーを育成する」
Core Takeaways
When Goliaths Clash by Howard Guttman offers practical strategies for managing conflict, fostering collaboration, and enhancing decision-making in high-stakes business environments. Here are the key points:
1. High-Performance Teams Require Conflict Management
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Conflict is inevitable in high-stakes business settings, particularly when large organizations or "Goliaths" interact.
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The book emphasizes that managing conflict constructively is key to creating high-performing teams.
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Leaders should encourage open dialogue and healthy debates while avoiding personal attacks.
2. Aligning Teams and Goals
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Guttman highlights the importance of aligning individual and team goals with the organization’s objectives.
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Misaligned goals often result in inefficiencies and internal conflict.
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Leaders should ensure that team members understand their roles and how their contributions fit into the bigger picture.
3. The Role of Leadership in Conflict Resolution
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Effective leaders proactively manage conflicts by setting clear expectations and fostering a collaborative culture.
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Guttman advocates for "horizontal leadership," where power and decision-making are distributed across the team, promoting accountability and engagement.
4. Decision-Making Models
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Guttman provides tools and frameworks for improving decision-making, focusing on collaborative approaches that involve all stakeholders.
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Teams should prioritize data-driven decisions and avoid being paralyzed by analysis.
5. Organizational Culture as a Competitive Advantage
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The book stresses the need to build a strong, adaptable culture to navigate the challenges of large-scale operations and competitive markets.
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A culture of transparency and mutual respect can transform conflict into an opportunity for innovation.
6. Strategies for Handling Large-Scale Disputes
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The book offers case studies and strategies for resolving disputes between large organizations, such as partners, competitors, or divisions within a company.
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Key approaches include mediation, joint problem-solving, and focusing on shared objectives.
7. Continuous Improvement
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Guttman emphasizes that conflict resolution and team alignment are ongoing processes.
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Organizations should regularly assess team dynamics, communication effectiveness, and strategic alignment.
Practical Tools and Frameworks
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The book is rich with actionable advice, including conflict resolution techniques, decision-making frameworks, and team alignment exercises.
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Leaders are encouraged to adopt these tools to create a sustainable, high-performing organizational environment.
In summary, "When Goliaths Clash" is a guide for leaders navigating complex interpersonal and organizational dynamics, offering insights to turn conflicts into opportunities for collaboration and growth.
Buy the Book
Hardcopy and digital formats available:
Table Of Contents
Preface xi
Acknowledgments xv
CHAPTER ONE: ANATOMY OF CONFLICT............................... 1
The Two Faces of Conflict....................................................................................... 3
Transforming Destructive Conflict........................................................................ 5
The Roots of Conflict................................................................................................. 8
What Causes Conflict?.............................................................................................. 10
Conflict: Red-Hot or Cool?........................................................................................ 20
Conflict and the Fear Factor.....................................................................................21
Options for Coping with Conflict............................................................................ 21
Outing Conflict.............................................................................................................. 25
Testing Your Conflict-Management I.Q................................................................26
CHAPTER TWO: WHY GOLIATHS CLASH............................... 28
Directional Discord...................................................................................................... 29
It’s About Strategy, Stupid......................................................................................... 31
Resolving Strategic Conflict..................................................................................... 32
From Alignment to Action......................................................................................... 56
CHAPTER THREE: HIGH-PERFORMANCE TEAMS AND CONFLICT MANAGEMENT........................................................... 58
High Performers to the Rescue...............................................................................59
The Way We Were....................................................................................................... 61
The Changing Face of Organizations....................................................................62
The Need for Speed.................................................................................................... 63
Smashing Silos............................................................................................................. 64
It Doesn’t Stop at the Top.......................................................................................... 66
Reaching High Performance: Evolution, Not Revolution................................ 69
High Performance Means Delivering..................................................................... 89
Where Are You on the Team-Development Wheel?......................................... 90
CHAPTER FOUR: THE ROAD TO HIGH PERFORMANCE... 93
Creating a High-Performance Team.....................................................................96
Holding Up the Mirror................................................................................................ 97
Looking Inward............................................................................................................ 99
Forgetting Finger-Pointing...................................................................................... 101
Depersonalizing the Data........................................................................................ 102
Reframing Business Relationships.......................................................................105
Embedding Protocols............................................................................................... 108
Assigning Responsibilities/Accountability..........................................................111
Clarifying Goals........................................................................................................... 112
Moving to Stage Four................................................................................................ 113
Becoming a High-Performance Organization...................................................113
CHAPTER FIVE:
CONFLICT MANAGEMENT AS ART AND SKILL............... 129
Skills Training: The Need for Self-Reflection.....................................................130
The Primacy of Influence....................................................................................... 131
Baseline Capabilities................................................................................................ 133
Assessing Where Others Stand............................................................................133
Assessing Where You Stand................................................................................. 135
Which Skills, When?.................................................................................................. 138
The Importance of Conflict-Management Skills.............................................165
CHAPTER SIX: E-CONFLICT.................................................... 168
E-Mail as a Lethal Weapon.................................................................................... 170
Toward E-Conflict Rules of Engagement..........................................................181
Check Before You Send.......................................................................................... 191
End Note..................................................................................................................... 193
CHAPTER SEVEN: LEADERSHIP IN CONFLICT MANAGEMENT............................................................................ 196
Leaders as Role Models......................................................................................... 205
Changing the Leader’s Style.................................................................................. 207
Making Change Stick............................................................................................... 210
The New Leadership Imperative: Letting Go....................................................212
One Style Does Not Fit All...................................................................................... 213
The Challenge of Changing Your Style...............................................................222
Giving Feedback: Ground Rules for Leaders....................................................223
Feedback: A Front-Line Perspective....................................................................225
The Leader as “Dealer”............................................................................................ 228
Honest Leadership................................................................................................... 230
Litmus Test for Leaders......................................................................................... 232
End Note...................................................................................................................... 233
Index.............................................................................................................................. 235
About the Author....................................................................................................... 249
