| Never mind how many years or even generations it | | | | circumstances, any of those approaches may seem |
| has taken to create a family business and to make it | | | | to work. |
| successful. Internal conflicts can shatter a family | | | | Whether the real problem gets resolved is a different |
| business more than all competitors combined. In | | | | story. Conflict in a family business is often more |
| today's world a business is not likely to be around for | | | | complex and deeper than it looks. It could be that, |
| long when family members spend more time fighting | | | | before any issue around money or shares can be |
| and blaming each other than working together and | | | | resolved, some other issues - of a totally different |
| coming out with fresh and creative ideas. | | | | nature - need to be resolved first, like the family |
| One typical reason why family members fight is their | | | | members' difficulty in listening to and understanding |
| limited resources. In any business there are obviously | | | | each other. |
| only so many dollars, shares, and top management | | | | It is a big step forward when family members can at |
| positions available. It is not easy to please all family | | | | least agree that continuing to fight against each other |
| members when each of them strongly believes to be | | | | does not resolve their business problem. Instead, it |
| the one who deserves that CEO job, those dollars, or | | | | would be far more productive to ask the help of a |
| those shares. Another typical reason for conflict is | | | | professional business mediator, experienced in conflict |
| change. Some family members believe that change is | | | | resolution. |
| necessary, arguing that the business will never improve | | | | As neutral third party, the mediator does not tell family |
| without it. Others keep finding plausible reasons to | | | | members "what" to do, but "how" they can best |
| resist it. If their family business is doing fine, there is no | | | | decide what to do. During joint and private meetings |
| need for it; if it is doing poorly, there is no time or | | | | with all family members and other professionals whom |
| money for it. | | | | they trust (attorneys, accountants, management |
| It looks like the real challenge for a family business is | | | | consultants), the mediator applies several problem |
| not how to avoid conflict - since that is almost | | | | solving strategies and techniques. |
| impossible - but how to deal with it, and how to resolve | | | | With the mediator's help, the family members start by |
| it constructively. | | | | defining their problem in a way that everyone |
| The way family members deal with conflict much | | | | understands and agrees on. Their next step is to |
| depends on their individual personalities. Some have a | | | | come up with as many options as possible to resolve |
| "my-way-or-the-highway" approach; others prefer to | | | | the problem. Finally, they negotiate with each other, |
| compromise; and some try to deny that any problem | | | | with the mediator's impartial assistance, until they agree |
| exists, hoping that time and patience will eventually | | | | on a solution that they are all willing to accept and |
| take care of everything. Depending on the | | | | make work. |