In the high-stakes world of law, conflict management can be the difference between thriving and falling apart. The case of Ross & Sherwin (R&S), a prominent Chicago-based intellectual property law firm, demonstrates how strategic conflict resolution can address internal discord and steer an organization back on course.
The Context of Ross & Sherwin
Ross & Sherwin, a 40-year-old law firm with 65 lawyers, faced significant challenges due to shifts in its strategic focus and external pressures. Traditionally, the firm had been managed by a single Managing Partner, allowing most partners to focus on their legal practices. However, changes in client demands and competitive pressures, particularly the introduction of IP litigation services and the move towards contingency work, exposed underlying tensions within the firm.
Emergence of Conflict
As the firm transitioned to include more litigation cases, disputes arose regarding the firm's strategic direction. The existing Managing Partner, Andrew, acknowledged the need for new leadership to address these challenges. Consequently, R&S appointed its first-ever Co-managing Partners, Brad and Ron, who had contrasting approaches to the firm's future.
Brad, the conservative partner, was hesitant about the shift towards contingency work and preferred a cautious approach. Ron, on the other hand, embraced risk and advocated for expanding the litigation group. Their differing perspectives soon led to friction, which was exacerbated by the firm's declining financial performance and partner defections.
The Role of the OD Consultant
The ongoing conflict between Brad and Ron threatened to derail the firm's strategic planning process. A strategy consultant, recognizing the severity of the issue, recommended the intervention of an OD consultant specializing in conflict resolution. The OD consultant's task was to mediate between the two leaders and address the underlying issues that hindered their collaboration.
Diagnosis and Initial Interventions
The OD consultant began by gathering data through interviews and observations to understand the nature of the conflict and the personalities involved. The initial diagnosis revealed that both Brad and Ron were fixated on their own agendas and were quick to blame external factors or other partners, such as Dan, for the firm's issues. This avoidance of direct confrontation with each other perpetuated the conflict.
To foster a constructive dialogue, the consultant arranged a series of one-on-one sessions with each partner. These sessions aimed to help Brad and Ron articulate their visions for the firm, acknowledge their frustrations, and reflect on their contributions to the dysfunctional dynamic.
Facilitating Communication and Resolution
Through these sessions, Brad and Ron began to recognize common ground in their visions for R&S. The consultant facilitated a series of structured meetings where both partners could openly discuss their goals and concerns. This process involved setting clear ground rules for communication, focusing on behaviors rather than personalities, and addressing issues directly.
The consultant employed several conflict resolution strategies, including:
Encouraging the use of "I-messages" to express personal perspectives without assigning blame.
Helping the partners share observations rather than judgments.
Creating a neutral environment for discussions to prevent defensiveness.
Setting specific action steps and responsibilities to ensure follow-through on decisions.
Outcomes and Reflections
The OD intervention resulted in improved communication and a better working relationship between Brad and Ron. They developed a more cohesive strategic plan that balanced their differing approaches and leveraged their unique strengths. The firm also saw a renewed focus on collaboration and a decrease in internal tensions.
Implications for Law Firms
The Ross & Sherwin case highlights the importance of effective conflict management in professional services firms. Law firms, in particular, can benefit from OD interventions that address interpersonal conflicts and align leadership on strategic objectives. By fostering open communication and collaborative problem-solving, firms can navigate internal challenges and enhance overall performance.
Conclusion
Conflict is inevitable in any organization, but how it is managed can significantly impact the firm's success. The case of Ross & Sherwin underscores the value of third-party interventions in resolving leadership disputes and steering organizations towards a more productive and harmonious future. At OrgEvo Consulting, we specialize in providing tailored conflict resolution and organizational development services to help firms navigate complex challenges and achieve their strategic goals.
Connect with OrgEvo Consulting
OrgEvo Consulting offers expert conflict management and organizational development services designed to enhance team dynamics and leadership effectiveness. Contact us today to learn how we can support your organization in resolving conflicts and achieving sustainable growth.
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