Home Concepts Decison Making & Problem Solving From Conflict to Collaboration: Creating Cultural Change Amidst Polarization

From Conflict to Collaboration: Creating Cultural Change Amidst Polarization

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Stage Four – Accountable action

Stage Three and Stage Four overlapped when issue resolution began to be focused, first and foremost, in the interest of the frontline employees. In this phase, the team learned and engaged in a system of accountability. The groups made actionable commitments to one another that were tracked and revisited.  Coaching extended to the first line of managers and to local labor leaders on an as needed basis.  There was also a group coaching session focusing on resolving a major breakdown (see the fourth bullet below). The primary coaching focus areas were expectations  and conflicting commitments, personal and professional ethics, putting accountability into practice, and stepping up their leadership. Visible change noted during and after this stage included:

  • Management and labor leadership taking joint responsibility for the commitment tracking  chart and for following up with the commitments each signed up to take action on.
  • The two groups developed a procedure for handling and communicating critical incidents.
  • The airline SVP and VP were invited to speak at an international union safety conference.
  • When the company closed a hub and downsized another during this stage, the Union Leadership and Company Management team collaborated to create a plan. However, the company did not implement it and distrust once again became the primary mood of the labor participants.
  • When the MEC VP passed away, the senior leadership secured a plane to privately transport union leaders to the funeral and back.
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