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LEARNING & DEVELOPMENT


RESOLVING THE RTO CONFLICT THROUGH COLLABORATION

By Dr. Gleb Tsipursky, Disaster Avoidance Experts Nov 6, 2023 Learning &
Development

Updated: Nov 6, 2023

How can leaders resolve the tricky dilemma of return-to-office (RTO)? After all,
80% of leaders regret their initial approach to RTO, according to a recent
report from workplace platform Envoy, and a new Fiverr survey shows 76% of
employees spend more time in the office than they would like.



According to organizational conflict expert and author of a new book Dr. Ralph
Kilmann, the answer lies in collaboration. Kilmann is co-creator of the renowned
Thomas-Kilmann Conflict Mode Instrument (TKI), which identifies five
conflict-handling modes: competing, accommodating, avoiding, compromising, and
collaborating.


UNDERSTANDING THE COLLABORATING CONFLICT MODE

In a recent interview with me, Kilmann explained that there is no single “best”
approach for managing conflict. The most effective mode depends on the
situation. However, collaborating tends to produce the most mutually beneficial
solutions when certain conditions are met.



What is collaborating? This mode involves assertively pursuing your own needs
while also cooperating to satisfy the other party’s concerns. The goal is a
“win-win” solution that fully addresses both sides’ interests.

Kilmann notes that collaborating works best when:

 * The issue is complex, requiring a creative solution
 * The topic is important to everyone involved
 * There is ample time for discussion
 * Trust levels are high
 * Communication skills are strong
 * The organizational culture encourages cooperation
 * People want to preserve their relationship

The return-to-office debate meets many of these criteria. It is a multifaceted
issue, and both sides have legitimate interests at stake. Moreover, resolving it
requires nuanced policies that balance employee flexibility with organizational
needs. This level of complexity calls for collaboration.


APPLYING COLLABORATION TO THE RETURN-TO-OFFICE TRANSITION

So how can leaders apply the collaborating mode to navigate the tricky
return-to-office transition? Kilmann offers several practical recommendations:

 * Foster open and candid dialogue between leadership and employees. Make ample
   time for thoughtful discussion of each side’s key needs, interests, and
   concerns regarding remote work arrangements. Create a safe space for sharing
   authentic perspectives without fear of judgment.
 * Encourage collaboration and thereby expand the size of the pie by genuinely
   acknowledging valid viewpoints on both sides of the debate. Employees
   rightfully crave flexibility and autonomy; organizations legitimately value
   some in-person collaboration and oversight. But these realities are not
   mutually exclusive – there is room for integration.
 * Jointly brainstorm creative win-win solutions that balance and bridge these
   interests. For example, consider hybrid remote/in-office schedules, shared
   workspaces to enable in-person collaboration on certain days, and technology
   enhancements to enable seamless remote participation in meetings and
   collaboration. Think outside the box!
 * Design and test pilot innovative policies and programs to evaluate options
   and refine approaches based on feedback. Be willing to experiment, iterate,
   and customize to find optimal arrangements fitting the specific workflows of
   each department and team. Take an agile, design thinking mindset to
   policymaking.
 * When rolling out final policies, put extra focus on relationship
   preservation. Avoid authoritarian edicts. Frame arrangements as a good faith
   effort to help both the organization and its employees achieve their
   interdependent goals in our emerging hybrid work environment. Communicate
   with empathy and care.
 * Create feedback channels for continuous improvement. Monitor data and
   employee satisfaction related to new policies. Conduct numerous interviews to
   deepen understanding of what employees value most. Refine policies based on
   learnings to ensure optimal alignment. Make flexibility and collaboration
   ongoing pillars of the culture.

With this collaborative, learning-oriented approach, leaders can craft win-win
return-to-office policies while building trust and engagement across the
organization. Productivity and satisfaction can rise together.


THE INTERPERSONAL SKILLS REQUIRED FOR EFFECTIVE COLLABORATION

Ultimately, navigating this complex, high-stakes conflict requires courage,
wisdom, and emotional intelligence from leaders. As Kilmann emphasizes, how
leaders implement a given conflict mode matters immensely.

Collaborating only bears fruit when executed with sensitivity, care, and skill.
Leaders must foster psychological safety so people feel comfortable freely
expressing their authentic perspectives and needs.

Active listening is crucial – leaders should listen attentively without
interrupting, reflect back what they hear, and ask thoughtful questions to
deepen mutual understanding. They must seek integrative solutions focused on
collective gain rather than merely compromising.

Think in terms of “and” rather than “or.” There are usually more than two
options. Leaders should explain final policies and decisions in an inviting,
non-coercive manner. Make a case with empathy and logic rather than invoking
formal authority. They must manage their own reactions skillfully when
challenged.

Take a learning stance rather than a fixed mindset. Model openness through
actions.

With this collaborative mindset and skillset, leaders can transform
return-to-office conflict into an opportunity for mutual learning,
understanding, and integrated solutions benefitting all. Strong collaborators
also pay attention to the group process.

They design engaging meeting formats that give all voices room to be heard. They
synthesize divergent views and build new solutions together. And they aim to
deepen workplace relationships and trust in the process.

The journey is as vital as the destination.

By resolving return-to-office struggles via collaboration, leaders can co-create
policies enabling their organizations to thrive in the hybrid workplace of the
future. Just as importantly, they build social capital and community along the
way.


CONCLUSION

Rather than dreading conflict, leaders must embrace it as part of any healthy
workplace. Channeling inevitable differences into collaborative problem-solving
deepens relationships and often sparks innovation.

By resolving return-to-office struggles through collaboration, leaders can build
trust and pave the way for their organizations to flourish. Having seen my own
share of conflicts as I help organizations figure out their transition to
flexible work models, I’ll be bringing Kilmann’s model into my consulting work
with companies.

Dr. Gleb Tsipursky is CEO of Disaster Avoidance Experts.

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Tags: collaboration, Dr. Ralph Kilmann, employees, flexible work models, HR, HR
Leaders, hybrid workplace, Interpersonal Skills, RTO conflict


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