United States, Conflict Resolution

24/7

The term 24/7 refers to something that is available all the time – 24 hours a day, 7 days a week. It was first used in print in the November 1983 edition of Sports Illustrated: “Jerry (Ice) Reynolds, one of the SEC’s two best freshmen by the end of last season, calls his jump shot ’24-7-365′, because ‘It’s good 24 hours a day, seven days a week, 365 days a year’.”

These days, the term 24/7 is largely used in the business world, especially for customer relations departments. Any business or service that is “24/7” is available for use at any time on any day of the week. In addition, in order to appear more “customer friendly,” to convenience, and sell better, many American businesses, organizations, projects, and books have even started including “24/7” in their name. Some examples include: 24/7 Wall St., America 24/7, and 24/7 Prayer International.

This was not the first time that stores used their opening hours in their names to attract customers. In 1946, the convenience store “Toe’m Store” changed its name to “7-Eleven” in order to reflect its new, unusually long hours – 7am to 11pm. 7-Eleven was also the first convenience store to stay open 24 hours on weekends. It did this in order to accommodate students at a local university.

Additionally, there is a website, 24-7stores(dot)com, which includes a store locator, so that people can find 24/7 stores near them, anywhere in the U.S.

Get to the Roots

When German managers are asked to resolve a conflict, they aim to resolve it in a long-term, sustainable way. Their goal is to document a resolution which can be used time and again whenever a similar type of conflict occurs. Germans seek a best practice resolution and not one which is too tailored to the specific conflict.

At the same time Germans do not like being pushed into a decision. They demand time to think things over. Germans feel uncomfortable being asked to do something for which they have not prepared.

The Art of Diplomacy

In March 2014 Vladimir Putin annexed Crimea. Not only did he upset the Ukraine, but also Germany, the E.U. and the U.S.A. Ever since this action the conflict became part of a public discussion: sanctions against Russia and the consequences of another cold war are being discussed overtly. International diplomacy needs to find a peaceful solution to this conflict now.

Minsk II, the treaty in which the conflicted parties agreed upon a truce, is the core of a peaceful solution. But the treaty has been very fragile from the start. There is a lack of trust and so international policy continues with a lot of effort to finally find a way to make the agreement work. The U.S.A., the E.U. and primarily Germany are trying to support conversations with Russia.

The U.S.A. and E.U. seem to agree on further strategies before cameras. But behind closed doors they differ. A closer look on this issue reveals the different understanding of Germany and the U.S.A. concerning conflict resolutions.

According to Germany the USA is no longer willing to continue on the german diplomatic course, because they no longer believe talks with Putin to be promising. Possible arms shipments have been considered. From a german point of view there is no other option than continuing the dialogue with Putin – a strategy that rather looks unassertive to the U.S.A, who prefer a change of pace.

This is where a difference in perceiving time comes into play: Germany is accepting to extend the conflict as long as there is a “clean” and thought-out solution to the process of dialogues. Germany is accepting a longer “wait” if that is the price. But this takes to long according to americans. Only talking, is unnecessarily prolonging the conflict, from an american point of view, which the U.S.A. disfavours.

“It was me, but ….”

There are numerous cases brought to court in America each year. Some of these involve suspects who wish to clarify their misdeeds amongst public discourse. This is particularly prevalent in the current case regarding the suspect of the Boston Marathon Bombings.

The suspect in the case pleaded not guilty although his defense lawyer admits “it was him.” This brings about the right to appear in court to argue your side of the story and expect a fair hearing followed by a fair trial.

Conflict Resolution Training

Anyone in Germany who has ever attented school knows about Schlichterausbildung – Conflict Resolution Training. It is a workshop in which high school students learn how to defuse and resolve conflicts peacefully, how to reach a compromise which both conflict parties can accept.

There are also Schlichter – conflice resolution experts – in the German court system, and in many public organizations. Often they handle conflicts at the national level, such as the one surrounding the total remodeling of Stuttgart’s Main Train Station.

The conflict resolution method taught in German schools has several steps: 1. Calm down the conflict parties. 2. Communicate in the first person (“I”). 3. See the conflict from the viewpoint of the other party. 4. Admit to you are a part of the conflict. 5. Look for a resolution via brainstorming. 6. Agree to the resolution. Apologize. Thank.

These straightforward steps are representative for the German need for harmony and mutual respect. Conflict is not resolved when one party gets his or her way. Instead, conflict is resolved when a compromise is found which is equitable and acceptable for both sides.

Both sides in the conflict should have the impression that their viewpoint, opinion, position have been listened to, understood, respected and considered in the resolution. This desire for harmony is in stark contrast to the cliché that Germans are authoritarian, that they rely on strict structures of hierarchy.

Embrace Conflict

In 2012, American business magazine Forbes published an article that lists several keys to dealing with workplace conflict. In the article, the author suggests that every business leader should adhere to the principle “don’t fear conflict; embrace it – it’s your job.”

The article also recommends that every conflict should be resolved quickly, and, if possible, business leaders should identify people who are likely to get into conflicts and stage pre-conflict interventions with everyone who seems likely to become involved.

Another article from About Money lists actions to avoid when resolving workplace conflicts. The top two points on the list advise leaders not to avoid conflict and not to meet separately with the people in conflict. Most articles from American business journals include similar advice.

Speedy Trial

Again, the Sixth Amendment to the U.S. Constitution states clearly what Americans expect: „In all criminal prosecutions, the accused shall enjoy the right to a speedy and public trial“

Various U.S. state and federal laws guaranty a more specific right to a speedy trial. In New York, for example, the prosecution (accuser) must be ready for trial within six months or the charges are dismissed. The Speedy Trial Act of 1974 established time limits for completing the various stages of a federal criminal case.

Americans anticipate that there team leads not only hold a first hearing promptly. They want the conflict resolution process to come to a conclusion, to a judgement, promptly as well. A manager who is slow to decide – to make the „judgement call“ – is seen as someone who has weak resolve. To have resolve means to deal with something.

Americans believe that maintaining forward movement is critical to the success of every team.

The wound a word opens

“A broken bone can heal, but the wound a word opens can fester forever.” Jessamyn West – librarian and blogger.

“It is typical of women to fester and ferment over disappointments, slights, annoyances, angers, etc.” Laura Schlessinger – American author on relationships.

“Too often, a problem is allowed to fester until it reaches a crisis point, and the American people are left asking the question: what went wrong and why?” Darrell Issa, Member of the U.S. Congress.

To judge

Judge: To form an opinion through careful weighing of evidence and testing of premises; to sit in judgement of, to try; to determine or pronounce after inquiry and deliberation; to govern, rule; to form an estimate or evaluation of; to form an opinion; to decide as a judge. Middle English juggen, from Anglo-French juger, from Latin judicare.

Mediate: Occupying a middle position; acting through an intervening agency; exhibiting indirect causation, connection, or relation. From Late Latin mediatus intermediate.

Fact: A thing done; the quality of being actual; something that has actual existence; an actual occurrence; a piece of information presented as having objective reality. From Latin factum.

Witness: Attestation of a fact or event; one that gives evidence; specifically: one who testifies in a cause or before a judicial tribunal; one asked to be present at a transaction so as to be able to testify to its having taken place; one who has personal knowledge of something; something serving as evidence or proof; public affirmation by word or example of usually religious faith or conviction. Middle English witnesse, from Old English witnes knowledge, testimony, witness, from wit.

Testimony: The tablets inscribed with the Mosaic law, the ark containing the tablets; a divine decree attested in the Scriptures; firsthand authentication of a fact; a solemn declaration usually made orally by a witness under oath in response to interrogation by a lawyer or authorized public official; an open acknowledgment. Middle English testimonie, Latin testimonium, from testis witness.

Shake up Harmony

Wall Street Journal, February 2014. “The High Cost of Avoiding Conflict at Work.” Joann S. Lublin

David Dotlich, a leadership and succession coach, has identified eagerness to please as one of the top reasons that executives fail.

Keen to innovate faster, employers increasingly choose bosses astute at dealing with conflict rather than ducking it, says Judith Glaser, an executive coach and author of the new book, Conversational Intelligence.

It’s not that firms want contentious leaders, but those who retreat from confrontation tend to postpone hard decisions and allow problems to fester, according to Ms. Glaser.

And with more businesses relying on teamwork, top managers’ conflict-resolution skills are in greater demand, adds Theodore Dysart, a vice chairman of Heidrick & Struggles International Inc., a major executive-recruitment firm.

Southwest Airlines Co. leaders wanted to shake up what they viewed as a culture of artificial harmony among staffers. The company now promotes middle managers to executive positions partly based on their ability to spark conflict among staffers.