Confrontational Intelligence

Confrontational Intelligence to Create Accountability

In our time, if you are afraid of confrontation, you are not going to thrive in business.

Confrontation does not necessarily mean throwing down with another or yelling at another, nor should it lead to conflict or negativity. When problems overlay confrontational situations, conflict results. These problems can be eliminated through confrontational intelligence.

Confrontation is simply an encounter over ideas, generally face-to-face. Confrontational intelligence is a method of approaching a situation to reduce conflict, increase accountability and align priorities to business need. This cyclical approach is done in three steps: clear communication, corrections and confirmation. This is a very simple process which is based in accountability and communication.

Communication:

Naturally the most intimidating and often the most poorly executed part of the cycle. Communication is often delayed, avoided, internalized and mistaken as an outburst – leading to conflict. Conflict normally rises due to: confused framing, miscommunication, addition of unrelated problems, positioning based on false pretenses, and escalation. Have you seen instances of any of those? Of all of those? Management experts believe that those who tend to postpone hard decisions or simply appease others tend to create more conflict than those who address an issue (see Advancing Change in the Workplace).

The communication step involves the parts of covenant, confrontation, and commitment. A foundation of confrontational intelligence is not just for leaders, but should be for anyone at any level. In order to enable productive confrontation, one has to create a covenant enabled by two things, 1) agreement of open communication, and 2) agreement of expectations. By having an open atmosphere and stating all intents, it stages any situation – setting the structure. Next, confrontation is the open discussion of current and future state between any two parties and is the basis for any accountability, which needs to be done upfront. Words of guidance: do not take matters personally and when disagreeing – do not be disagreeable. Upon discussing the matter, a commitment to a certain agenda needs to be met, resolving the issue thereby closing this stage. One cannot move on until this stage is complete, as accountability has not been met. How can one move on without any clear resolution?

Corrections:

Per any measure, it requires re-examination after implementation to ensure effectiveness. Corrections are done to clarify, correct and reaffirm expectations. In order to ensure effective goals and results, enabling one is done through clearly communicated and articulated ideas by both parties.

Confirmation:

Upon successful completion of any matter, confirmation of the goals is required. Confirmation reaffirms the initial covenant of confrontational intelligence and establishes a constructive mentality when dealing with any issue enabling long-term success. The successful completion of the confirmation step leads directly to additional confrontation and willingness for others to open up, restarting the cycle.

As rudimentary as this process is, most confrontation leads to conflict – traditionally making confrontation synonymous with conflict and negativity. When strategically approaching confrontation, it can be used as a tool to mentor, innovate and create accountability. When strategically implemented, confrontation can be pensive, methodical, and encouraging relieving typical business conflict symptoms of disengagement and loss of productivity. As the saying goes “Action drives results,” so create the structure to intelligently confront all actions towards those business goals.

-thePonderingNick