How To Resolve The Conflict Between The Elders And The Newcomers?

First, starting from a case.

This is a real case that we encountered in the process of consulting a private enterprise.

The enterprise started from the import and export of scrap metals in 2002, and developed rapidly in the short span of five years. It is a diversified enterprise group with more than ten wholly-owned, holding and shareholding companies, supplemented by metal, plastic processing and real estate development, and trade and storage logistics.

But the company management has failed to keep pace with the rapid development of the company. It is manifested in two points: first, the people who work together with the boss at the beginning of the business (mainly the boss's classmates and friends) are now in the key position, but they are more and more not suited to the new development of the company. Two, the management of the company is very irregular. They always manage the enterprise with their initial experience and habits. So far there is no effective management system, especially after the establishment of the group, how to locate the group headquarters and how to control the subordinate companies.

So the boss has also taken two measures: first, the introduction of quality personnel, including executive vice president, chief financial officer, chief executive officer and other senior personnel; two, external advisory bodies are required to help companies build a group management platform and build a company management system.

It was in the process of consulting us that something strange seemed to happen inside the company: almost one and a half of the financial staff of the company suddenly wrote a letter to the president on one day, calling for the removal of the chief financial officer, and the chief financial officer was still in the dark. It was said that the reasons for these financial officers were that the financial management requirements were too cumbersome and the chief financial officer's management capability was limited. Finally, under the auspices of the executive vice president, the people who dealt with the books were dealt with.

Before that, there was a director of administrative personnel who was introduced from a large enterprise. After less than three months, he almost lost the same as this time.

This incident has caused me to ponder over the fact that the subordinates of a private enterprise dare to ask to recall their immediate superiors, especially the senior leaders. Is there still a deep reason behind it? According to my investigation, it is the fact that these people dare to do so, mainly backed by someone behind them, and supporting the people is a senior senior.

It can be said that under these superficial things, there are complex internal struggles, implying conflicts between the old and new forces or the elders and new elders.

When I consulted other private enterprises, I found more or less such a phenomenon. This seems to be a universal problem, and it seems to be a natural problem.

Then, what are the reasons for the conflict between the elders and the newcomers? And how can we resolve these conflicts?

Two, analysis of the causes of conflict

The reason for the conflict between the elders and the newcomers is that it is caused by the conflict of interests between the two sides, which is, of course, one aspect of the cause.

But after careful analysis, it is found that the root causes of this conflict also come from cultural concepts and behavioral differences.

Moreover, the latter is often the leading factor in conflict and has a causal relationship with the former.

In other words, in an organization, people generally do not form a natural conflict of interest. They often treat each other in their own way of thinking and behavior, and assume that the other side is harmful to their interests, thus causing conflicts.

Generally speaking, the development of enterprises will go through four stages: entrepreneurship, growth, standardization and maturity.

Just like this case, the pition period from growing period to standard stage is the most frequent and serious period of such conflicts. Whether we can foresee and handle this conflict will even become the key to the successful pformation of enterprises.

Business need

From the perspective of behavior, newcomers are accustomed to hierarchical management, multi-level responsibility, opposing leapfrog reporting, doing business according to the rules, doing things according to plan, acting according to their duties and powers, according to prescribed time officers, important matters such as written reports, etc.

But the elders who start business with their boss are more accustomed to taking the boss as the center. Sometimes they like to go directly to the boss to cling to the board. The boss has decided to do so without having to report anything at all levels.

The difference between the concept and the way of behavior can easily lead to the loss of psychological interests, especially the elders will feel that their rights and status are threatened. The entry of new recruits affects the feelings of the boss and himself, thereby affecting the trust of the boss, and so on. Of course, it also includes the direct loss of the interests of some people due to the fact that some people are not easy to get some illegal income because of the strict regulation and strict management.

So ultimately, it seems that interest has caused conflicts between the elders and the new people.

Three, how to resolve conflicts

After clarified the reasons for the conflict between the elders and the newcomers, we knew how to resolve the conflict.

1, change ideas and strengthen communication.

The senior managers, especially the founders of enterprises, should repeatedly clarify the importance of the pformation of enterprises, and put forward the requirements of changing their concepts, so that enterprises can have sufficient awareness and psychological preparation.

We should give special requests to the elders, ask them to strengthen the learning of modern management knowledge and provide them with good training.

We should also do more private communication work for the elders, understand the thoughts and feelings of the elders, eliminate their worries and worries, and at the same time require more communication, mutual understanding and mutual cooperation between the new and the elderly.

It is found that there are signs of conflict, and timely coordination and resolution will help to resolve conflicts.

2, leaders take the lead and change behavior patterns.

As a promoter of change, the top executives of enterprises should take the lead in doing things according to the rules and regulations, change their way of behavior, and strictly enforce their subordinates according to this requirement, and encourage all functional departments to act impartially and be responsible.

Top managers, especially bosses, must change their habits of doing things on top of the system, like big or small things, and lead and manage enterprises according to their respective responsibilities and powers.

3, step by step to promote the pformation of enterprises.

In the process of enterprise pformation, there will be various kinds of resistance, including concepts, habits, personnel, interests and corporate culture. It is suggested that steps should be taken according to the actual situation of enterprises, and if necessary, they can be tried first, and then they can be fully pushed forward after gaining experience.

But we must be firm and clear. We must not give up halfway because of resistance.

4, balance the interests of all parties and give the elderly a reasonable arrangement.

In order to better promote the pformation of enterprises, it is necessary to balance the interests of all parties. For the elders, they have done a lot of credit for the development of enterprises, and their concerns should be taken into account in both emotional and other aspects.

Those who are capable and able to keep pace with changes in enterprises can still shoulder heavy responsibilities.

Those who are weak in capacity but willing to follow the change should consider giving appropriate positions.

Those who are weak and unwilling to follow the change suggest that they should withdraw from the business and give appropriate consideration to economic interests, such as cash donation or shareholding arrangements.

In short, enterprises should do two birds with one stone, which will enable enterprises to pform successfully, reduce pformation costs and internal friction, and enable them to get a reasonable arrangement.