Quakers and Business

Conflict - a cause for constructive, caring communication
National and international disturbances across the globe are giving rise to personal and professional tensions. From concerning and (seemingly far from ending) regional geopolitical crises to climate change and all its associated protests and rebuttals to the cost of living impacting on families and businesses across the land – the tension and the stress we all feel has to go somewhere, right?
If we feel we are not being heard or our needs are not being met then often a conflict will spark and words said or action taken can take time to undo successfully. At home, we can sit down at the kitchen table and diffuse this situation lovingly with the family members involved. At work, what steps can we sensibly take to turn down the dial on conflict so that it becomes a cause for communication instead?

Step forward Quakers in Business and our flagship publication Good Business Ethics at Work, now in its Third Edition.
Here is an extract from the book, page 5 – Quaker Testimonies, 4. Peace:-

Remember that some conflict can be fruitful: creative discontent and the peaceful sharing and debate of ideas can lead to better designs, better products, more effective marketing, and other business benefits.

With this larger perspective in mind, our publication then offers searching questions in the Queries section page 6:-

When you disagree with a colleague, customer or supplier, are you willing to consider that you may be mistaken? Do you give others the benefit of the doubt?

When you are angry, do you act in a destructive manner, or are you able to express your anger in a way that allows a solution to be found?
 
The value of the Quaker way is in reframing your mindset when you go to work as employee or employer. Think in terms of the pursuit of egalitarian gain rather than hierarchical perks and you may find yourself much calmer on a daily basis. Part of job satisfaction is being heard and valued and part of personal satisfaction and growth as individuals is exercising discipline when you feel it is the right time to articulate your point of view and to have thought seriously as to what end such expression will lead you.

Your conscience is driven by the principles you hold dear and the moral and/or religious compass with which you may decide to orientate your life’s work. Take the time to consider that conflict is an underrated energy which can be galvanised for the public good. Remain open, pragmatic and clearly seeking solution or resolution primarily for the benefit of the business in the long-term. If you find you are in conflict it is because you care, your conscience is indicating something is not quite right – empower yourself with the view that things can get better for all concerned if the wilful and unorganised expression of anger is never the primary outcome you desire. Be brave if you are in a position where you lead and so can effect change across the team, department or wider business. As we would suggest from our chapter in the book, page 21 -Working with People, 20. Responsibility of employers to employees: “…take difficult action early on”. Be sensitive to current external and internal pressures affecting your staff body so that you can act fast and decisively should you need to.

For Quakers, the start and the end of the journey with conflict is silence.

The answer will come to you once you let the silence in and the time you take without speaking will help you get your message heard by more people in such a way as it will resonate with the decision makers. The act of silence as you discern the way forward remains an uncommon yet powerful technique and as such should be cherished all the more for this.

Holding all those in conflict in the Light.

Q&B