Turn workplace conflict into a competitive advantage through effective strategies.
Howard M. Guttman on Managing Office Power Struggles
BY MARK LANDSBERG Published: July 14, 2003
Howard M. Guttman, principal of the management consulting firm Guttman Development Strategies in Ledgewood, recently published When Goliaths Clash (Amacom; 250 pages), a guide to managing conflict and power struggles in the workplace. A former human resources executive for Johnson & Johnson, Guttman has worked with clients such as Colgate-Palmolive, Sara Lee, Campbell Soup, Pfizer, and Motorola. He has taught at the Rutgers Graduate School of Management and the Graduate School of Psychology at Fairleigh Dickinson University.
Guttman discussed methods of conflict resolution with Associate Editor João-Pierre S. Ruth of NJBIZ.
NJBIZ: What inspired the book?
Guttman: It was inspired by our work through the years. It became very clear to us that we were touching on one of the Twilight Zone topics: conflict in organizations. People describe it as “almost like corporate bad breath.” It was a constant underpinning of our work with senior executives. Rather than avoid it, if people could channel it, it could become a competitive edge. We wrote an article on that topic, and it really hit a nerve.
NJBIZ: What can happen when conflicts go unchecked?
Guttman: Just look at what happened with Enron and other cases where huge issues and discord at the top were exposed. It’s not like people weren’t aware of what was going on. Suddenly, whistleblowers are seen as heroes, which is really a mark of a dysfunctional organization. These issues often play out under wraps behind a façade, so when they come out, it’s not a shock to everyone—it’s just finally out of the closet.
NJBIZ: What are the warning signs that a conflict is getting out of hand?
Guttman: Some warning signs are when you work with a senior team, and the air gets thick very quickly when certain people speak. You notice heads going down, people avoiding eye contact, or a semblance of genteelness masking a lack of authenticity. It’s the avoidance of necessary conversations.
NJBIZ: Some executives might say a bit of rivalry is healthy in the workplace.
Guttman: If you want to get ahead in the market, you better be focused on winning. But if that’s the game you play within the team, the organization will turn inward and compete with itself. That’s damaging. To resolve this, senior teams need policy protocols, ground rules, and a mindset change to address conflicts effectively.
NJBIZ: What personality types do you see in the workplace?
Guttman: Generally, there are three types:
Aggressive types: They play a win-lose game. They don’t hold back, which can be good, but they often overlook others’ points of view.
Conservative types: They keep their cards close and don’t let others know where they stand.
Assertive types: They put their cards on the table and listen. This is the group you want to grow.
NJBIZ: When do companies seek help in resolving conflict?
Guttman: Typically, they reach out when they want to develop a high-performing team. They rarely say, “My team is broken, fix it.” We assess whether the team and its leader are coachable. Then, we align the team around priorities and address underlying issues.
NJBIZ: What approaches do you use?
Guttman: We start with a 90-minute session where the leader discusses their goals and vision. Then, we work with the team over two days, revisiting progress every 3-5 months. Alignment and adjustments are necessary as teams evolve. Naming the issue without judgment is the first step.
NJBIZ: What do you seek to avoid?
Guttman: The goal is to avoid creating a dysfunctional model for the organization. A senior team’s dysfunction sets a poor precedent, leading to reduced efficiency, lack of accountability, and internal blame. High-performing teams drive long-term competitiveness by fostering speed, accountability, and sustainable market edges.
Howard M. Guttman can be contacted at Markland@Covad.Net.
Published in NJBIZ, July 14, 2003.