QUANDO OS GOLIATAS SE ENCONTRAM
Gerenciando conflitos executivos para construir uma organização mais dinâmica
“Quando o conflito é ignorado - especialmente no topo - o resultado será uma empresa que compete mais apaixonadamente consigo mesma do que com seus concorrentes.”
-Howard M. Guttman
"Segundo algumas estimativas, os gerentes gastam 20% do seu tempo em conflito ou gerenciando-o. Um gerente que ganha $150.000 estará desperdiçando, em termos de lucratividade, $30.000 desse salário em conflito. Se sua empresa tem 10 gerentes, isso é um golpe de $300.000 em seu lucro líquido."
"Gerenciando Conflito Executivo" - Desbloqueie Equipes de Alto Desempenho
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
O livro
Em um provedor de serviços de informação com sede na Califórnia, o novo presidente enfrentou um desafio difícil. Não havia comunicação entre as operações da Costa Leste e da Costa Oeste e sabotagem e garras suficientes para se qualificar para intervenção da ONU. A tomada de decisões estagnou e as vendas despencaram.
Se não forem controladas, as disputas de poder, a animosidade, a triangulação e o subterfúgio nas fileiras executivas podem ser devastadores para uma organização inteira. Mas, quando confrontados e canalizados, os conflitos podem, na verdade, ser transformados em uma força dinâmica para atingir resultados comerciais.
Este livro poderoso e original mostra aos gerentes seniores como gerenciar conflitos de forma eficaz. Baseado na impressionante carreira de consultoria de Howard M. Guttman e em uma pesquisa de 10 anos com mais de 300 equipes executivas — e repleto de dezenas de exemplos da vida real por trás das portas da Johnson & Johnson, Coach, Campbell Soup, Motorola, Pfizer e muito mais.
Quando Golias se Enfrentam revela como gerenciar conflitos executivos para construir uma organização mais dinâmica, combinado com insights sobre dinâmica organizacional e uma riqueza de conselhos práticos, incluindo como:
Alinhe sua equipe estrategicamente com os objetivos do negócio, esclareça funções individuais e estabeleça protocolos para resolução de conflitos.
Crie equipes de alto desempenho — desde a alta gerência até a alta gerência — onde o conflito seja despersonalizado e tratado como uma questão empresarial.
Entenda as raízes do conflito nas diferenças perceptivas individuais e nas condições organizacionais.
Comunique-se efetivamente na esfera mais nova e propícia para conflitos disfuncionais — o e-mail — e minimize os danos causados por clicar imprudentemente no botão "enviar".
Existem vários livros sobre gerenciamento de conflitos no local de trabalho. Mas poucos abordaram os conflitos debilitantes que irrompem em suítes executivas — e que podem desencadear divisão e rivalidade em toda a organização. When Goliaths Clash mostra como passar de um conflito disfuncional para o sucesso competitivo.
O Autor
Howard M. Guttman é diretor da Guttman Development Strategies, Inc. (GDS), uma empresa de consultoria de gestão sediada em Mount Arlington, NJ, fundada em 1989 e especializada em coaching executivo; construção de equipes horizontais de alto desempenho; alinhamento estratégico e organizacional; e treinamento em desenvolvimento de gestão.
A GDS foi classificada como uma das principais empresas de consultoria em desenvolvimento de liderança pela revista Leadership Excellence, que também incluiu Howard em sua lista dos "100 principais líderes de pensamento da Excellence".
Compromissos de palestras
Howard é um palestrante requisitado em tópicos como:
“Grandes equipes de negócios: o que é preciso?”
“Gestão de Conflitos como Competência Essencial de Liderança”
“Colocando desempenho em equipes de alto desempenho”
“Coaching Executivo: Lições da Linha de Tiro”
“Alinhamento: Criando equipes de alto desempenho de cima para baixo”
“Desenvolvendo os líderes de amanhã por meio do autotreinamento”
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
