The characteristics and success stories of family management will be some of the themes that will guide the HSM Family Business Forum. The event will take place on April 17 and 18 and will bring together experts in the field to analyze the specificities of family business models. family businesses.
Among the guests who have already been highlighted in the event's promotional reports is the president of Dudalina, Sônia Hess de Souza. She will speak about the history of the company, which has 16 siblings as partners under her command. Proof of the success of family business vem dos números. De acordo com matéria do HSM, são 1700 funcionários diretos; 3,5 milhões de peças produzidas por ano e 3 mil pontos de venda. Um perfil que faz da Dudalina a marca responsável por 70% exportação nacional de camisas.
Another star of the event is George Kohlrieser, PhD in psychology. A specialist in conflict resolution and hostage negotiation, he is also a professor of Family business leadership argues that conflicts, if well managed, can bring good results for companies, their managers, and teams.
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Here are the six conflict resolution skills advocated by George Kohlrieser, according to an article in HSM.Com:
1. Create and maintain a bond, even with the opposing party. The secret to breaking off a conflict is to create or recreate a bond with the other party. “You don't have to like someone to create a bond with them; you just need a common goal,” explains the consultant. The person must be separated from the problem and the relationship must be based on mutual respect and cooperation.
2. Establish a dialogue and negotiate. At all times, it is important to keep the conversation on the topic at hand, focus on a positive outcome, and remain attentive to the common goal. It is imperative to avoid being hostile and aggressive. It is necessary to invest the energy of the body, emotions, intellect, and spirit in establishing genuine, productive, and committed two-way negotiation.
3. Raising a difficult issue without appearing aggressive or hostile. We should be direct, have respect for others, and always help our neighbors, who will then respect us in return. “Timing is also important: it wouldn't be beneficial to bring up a difficult topic when a colleague is heading to the airport,” she comments.
4. Understand the cause of the conflict. To form a dialogue that leads to the resolution of the issue, it is necessary to understand the root of the problem. Among the most common reasons for disagreement are different goals, interests, and values between the parties. There may be distinct perceptions of the problem and also unequal communication styles. Power, status, rivalry, insecurity, resistance to change, and confusion about rules can also generate divergences. It is crucial to determine whether the conflict has to do with interests (which are more transient and superficial, such as income or employment) or needs (more basic, such as identity or security). “Conflicts that cause losses related to needs can leave great wounds for a lifetime.”
5. Use the law of reciprocity. It is the basis of cooperation and collaboration: what you give is what you receive. People have great difficulty with this. Mutual exchange and internal adaptation allow two individuals to be attuned and interconnected regarding their respective internal states. Therefore, a powerful resource in any kind of dispute is empathy towards the feelings and opinions of others. This attitude allows us to make the right concessions at the right time. When we concede something, we expect a good response from the other party. And when we realize that concessions have been made to us, we should do the same.
6. Building a positive relationship. Once a bond has been established, we must both strengthen the relationship and pursue our goals. We need to balance reason with emotion. We need to understand the other person's point of view, regardless of whether we agree with it or not. “The more effectively we communicate our differences and areas of agreement, the more we will understand the other person's concerns and the greater the chances of reaching an agreement that satisfies both parties,” concludes Kohlrieser.
The characteristics and success stories of family management will be some of the themes that will guide the HSM Family Business Forum. The event will take place on April 17 and 18 and will bring together experts in the field to analyze the specificities of family business models. Among the guests who have already been featured in the event's press releases are the president of Dudalina, Sônia Hess de Souza. She will talk about the history of the company, which has 16 siblings at its helm. The proof of the family business's success comes from the numbers. According to an article in HSM, there are 1,700 direct employees, 3.5 million garments produced a year and 3,000 points of sale. Another star of the event is George Kohlrieser, a doctor in psychology. A specialist in conflict resolution and hostage negotiation, he also teaches family business leadership and argues that conflicts, if well managed, can bring good results for companies, their managers and teams.Learn MoreSee the six conflict resolution skills advocated by George Kohlrieser, according to an HSM.Com report:1. Create and maintain a bond, even with the opposition. The secret to stopping a conflict is to create or recreate a bond with the other party. “You don't have to like someone to create a bond with them; you just need a common goal,” explains the consultant. The person must be separated from the problem and the relationship must be based on mutual respect and cooperation.
