Building Transparency and Buy-In

Fortune 500 Company: Legal Department

Organization

U.S Based Fortune 500

22,000 employees

Length of Project

6 weeks

Expertise

Organizational Conflict Analysis

Group Coaching

Group facilitated dialogue

Our Team

1 Lead Peacebuilder/Analyst

1 Peace Process Facilitator

The Context

The head of HR for the company’s legal department, composed of approximately 30 attorneys and 10 legal support staff, sought help to solve a growing tension among staff, namely between distinct legal groups within the department as well as between department leadership and staff. A number of individuals complained of experiencing low morale, poor interpersonal communication, and dissatisfaction with leadership.

Our Approach

We set out to discover where the conflicts truly lied, both from top-down and bottom-up approach. Our Peacebuilder/Analyst began analysis and conflict mapping through one-on-one and group interviews and a mixed methods survey. He then presented results and themes to all involved, outlined a proposed strategy for culture transformation, and facilitated a group discussion around the strategy in order to get input and buy-in from all involved. The group facilitated dialogue yielded several agreed-upon initiatives, which would be integrated into the department’s protocols, including:

  • Hiring a technical lead to own the effort of new technology adoption, train people, and assist in implementation
  • Giving attorneys the opportunity to have new career experiences
  • A system for recognizing team members’ exemplary work
  • Quarterly calls with the entire department, led by the department head, as well as monthly group calls led by each group manager
  • New communication policies, include expectations around responsiveness and protocols for urgent matters

Results

  • Staff reported satisfaction and relief in feeling heard and getting their long- standing concerns finally addressed.

  • Because they had agency in the solution, staff reported buy-in on technology processes and key decisions that had previously poor adoption
  • Leadership gained clarity into the underlying issues, leading to a) a plan for restructuring of titles and departmental structure, b) the development of clearer career paths and succession plans, and c) best practices in employee feedback systems for ongoing culture optimization.

Contact Us Anytime

We all know conflict can be challenging and stressful. And there's not always an easy solution to transforming or preventing conflict. We've designed programs that are efficient and effective to help organizations address the most difficult and pressing issues. Get in touch today to learn more.
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(800) 650-1429
Email
support@pollackpeacebuilding.com
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