Faultlines: be the bridge or the fault lies with you

 

What?

There is no place that exists without differences. In discussing global leadership, it is continuously reinforced how valuable it is that leaders in a global setting take time to deepen their understanding of the culture they will be working with. Preferably, this will be done with first-hand experience (Rowe & Krause, 2022). The place in the world does not dictate whether there will be differences, only what differences you will see. This could mean differences in culture, gender, political views, other demographics, or things like job roles, experience in the field etc.  In consideration of those differences, they can be catalysts for conflict, task or relationship.

So What?

One of a multitude of examples would be the individualistic approach in some western cultures versus the collectivism approach of some Asian cultures ((Koyuncu & Denise Chipindu, 2020). Some differences like individualism and collectivism can create obstacles in finding the best path forward in working toward a common goal, though neither point of view is “wrong” or “bad”. Though being mindful of divisive issues within a group is important, that does not mean that just because there are differences, that there will be conflict. Entertaining such idea could potentially lead to inadvertently fearmongering the idea of encouraging diversity. Meanwhile other differences can create more significant barriers, faultlines, that create a more divisive atmosphere within a team (Hannum, et al., 2010). This expands the expectations for a leader: not only should they have willingness to further understand differences from themselves, but they must develop the ability to recognize the differences between others. In leadership, it is vital to be able to continuously analyze the risk of a faultline contributing to a conflict, taking precautionary steps to avoid conflicts that decrease performance or derail progress towards the purpose (Hannum, et al., 2010).  Additionally, it is in good leadership to help those they lead work through conflict when necessary. Though conflict has a negative connotation and can be an obstacle towards succeeding, some conflict can be beneficial. In fact, in task conflict where there are opposing views and approaches mentioned to solving the problem at hand, that is often when great ideas of collaboration can transpire. With that, the point is still made that it is up to leaders to identify or help a group navigate how to identify when these conflicts are detrimental to or constructive to the goal of the group. Additionally, it is important to be aware of when a task conflict is occurring, if it is occurring across a Faultline (Hannum, et al., 2010).

Now What?

An important distinction would be to note that faultlines are not inherently negative and, if anything, that they can be indicative that a group is flourishing in diversity. It is just important to ensure there is awareness of any potential in-group and out-group conflicts. Being aware of faultlines can ensure that we are mindful of potential triggers: insults, assimilation, and differential treatment for examples (Hannum, et al., 2010). Some triggers will not be as obvious as others and thus can make conflict more difficult to anticipate. As a leader, being knowledgeable about the culture, community, country, etc. you are working with will also allow you to keep awareness of conflicts between groups that you are not a part of. For instance, if in a certain country there is currently publicized, political controversy regarding gender equality, it may not be something that has directly impacted you in the community you are from or perhaps if you do not belong  to the community that you are working in, but it is something that could deeply impact those you lead. In leadership, you must not only guide and encourage the team to work cooperatively, but it is imperative that they witness those in leadership roles successfully building and working across bridges in instances of faultlines. Diversity can be an invaluable tool in moving towards success; it must be a part of leadership’s mission to ensure that what sets us apart does not tear us apart, keeping us from our purpose. This is the very reason that understanding the multitude of dynamics within your team, business, community, or nation that you are working in is mission critical; Without proper care, active faultlines could be where productivity falls, and that fault lies with the leaders.

 

References

Hannum, K., McFeeters, B. B., & Booysen, L. (Eds.) (2010). Leading across differences: Casebook. San Francisco: Pfeiffer.

Koyuncu, A. G. and Denise Chipindu, R. (2020). How Cultural Differences Influence Conflict Within an Organization: A Case Study of Near East University. International Journal of Organizational Leadership, 8(1), 112-128. doi: 10.33844/ijol.2020.60478

Rowe, W. & Krause, W. University-Based Leadership Education for Professionals Working in the Globalized Context. In Perruci, G. (Ed.). The study and practice of global leadership. (pp. 89-112). Emerald Publishing Limited.