INTHEBLACK September 2024 special edition - Flipbook - Page 47
If the directive does align with the organisation’s
values, an employee might ask themselves why they
chose to work there, he adds.
If the request is at odds with organisational values,
the employee has three broad choices.
The first is to carry out the task – a course of action
that carries its own risks, including, in extreme cases,
a phenomenon known as moral injury.
“That is where you engage in conduct that you
subsequently come to realise is fundamentally
wrong,” Longstaff says. “You judge yourself to be
complicit. You feel guilt and find that you are not the
person you thought you were.”
Moral injury can cause significant psychological
harm. “It can be a terribly devastating moment where
the image you have of yourself is shattered by the
realisation of what you did,” he says.
The second choice is to refuse the request. Options
in this scenario include escalation to a senior staff
member, whistleblowing (where provisions exist) or
leaving the organisation.
The third is to find a middle path, using agility,
creativity and courage to deliver the desired
outcome.
“It doesn’t have to destroy your career,” he says.
“If you can come up with a neat solution that allows
your manager to achieve what they want without
violating the values or principles of the company or
the individual concerned, then it is not a risk to you.
“It is a massive opportunity, because suddenly you
look like a person who can navigate complexity and
come up with practical solutions.”
SAFE CULTURE
“A workplace with a healthy and safe culture should
encourage employees to respectfully explore these
points of difference or disagreements, but not all
workplaces are equal, and not all managers are
able to engage in difficult conversations,” says
conflict strategist and mediator Sarah Blake.
If safe, try to talk over the situation with the
manager first, advises Blake. Seek clarification about
the task and discuss how it aligns – or does not – with
organisational values. Try to negotiate an outcome
that suits both sides.
If this fails, a third party, such as a senior manager
or a representative from human resources or a union,
may need to get involved.
“Mediation, either externally or internally, may be
a way to help you and your manager find a solution
that you can both live with, without the negative
costs of ongoing disputes,” Blake says. ●
CHALLENGING
CONVERSATIONS
Conflict strategist and mediator
Sarah Blake offers four tips for handling
difficult interactions productively.
1. Manage emotions
“As with any disagreement, points of difference
can quickly escalate to conflict when our emotions
start driving the interaction. If your manager has
requested that you do something, and you’ve
identified a misalignment, pause! Leaping in with
righteous anger will not help,” Blake says.
2. Approach with curiosity
“Explore the discomfort, why the issue matters
and what is important to you both. Too often I
have seen people discover that their values were
similar, but they had both weighted their priorities
differently,” she says.
3. Focus on the outcome
“Consider your options and alternatives before
you have a conversation with a manager. This way,
instead of creating barriers or more problems for
them, you are coming to them with solutions. This
increases the chances of negotiating a workable
solution together.
“Too often, employees come to their managers
with demands or obstacles, which just increases
frustration. If you frame your ideas in a way that
works for you both, you are more likely to reach
agreement,” Blake explains.
4. Understand each other’s non-negotiables
“These are the points on which you are not
prepared to compromise. It is OK to disagree or
differ on values, but you don’t necessarily have the
right to demand agreement. Rather than getting
resentful or angry at this, try to reframe it as an
opportunity to find a job that resonates and fulfils
you,” Blake says.
“Holding on and trying to force change isn’t
always worth the cost. Sometimes, we are better off
moving forward rather than looking back.”
LISTEN
to this story
Morgan Hamel
discusses
business morals
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