While it is difficult to find a silver lining in wars between bosses and their deputies as such conflicts can be highly detrimental to the productivity and morale of a workplace, such wars can lead to positive outcomes if managed effectively. The rivalry between Siaya Governor James Orengo and his deputy William Oduol is not unique. Historically, such wars have led to some positive outcomes. Let's quickly review just a few:
Improved communication: When conflicts arise between bosses and their deputies, it often reveals underlying communication issues. By addressing these issues and finding ways to improve communication, both parties can develop a better understanding of each other's perspectives, which can lead to a more productive working relationship. We saw this in the 2008 Kibaki-Raila creation of The Summit to improve communication among the warring parties.
Clearer expectations: Conflict can help clarify each party's expectations of the other. Maybe, one party got into agreement with the other with some unrealistic expectations. This can result in better-defined roles and responsibilities, reducing the likelihood of future conflicts. Arising from the Uhuru-Ruto conflicts of 2017-2022, Ruto has since defined the roles and expectations of the office of the Deputy President more clearly.
Innovation: Conflict can also lead to the generation of new ideas and approaches to problem-solving. By encouraging both parties to think creatively, the team can come up with innovative solutions to challenges they face. Such innovation have arisen from the conflict tipping points and even resulted in change of laws to address lacunae. The 1960s Jomo Kenyatta-Jaramogi Odinga ideological rivalries led to the Sessional Paper No 10, the most innovative socioeconomic planning document of Kenya's modern epoch.
Increased resilience: Successfully navigating conflicts can help build resilience within a team. By learning to work through difficult situations together, bosses and deputies can develop a stronger bond and a shared sense of purpose, making them better equipped to handle future challenges. Historical evidence are numerous.
In conclusion, it is important to note that successful conflict resolution requires a commitment from both parties to work together respectfully and constructively before reaching a point of no return. Organisations, including county governments, should have processes and procedures in place to manage conflicts when they arise, such as mediation or facilitated discussions.
On matters beyond their scope, it is not far-fetched to seek conflict resolution mechanisms and support from external non-aligned parties like religious organisations, political party hierarchy (eg ODM National Party Office in the case of Siaya), the private sector, opinion leaders, non-governmental organisations or even labour unions. Being key stakeholders, such non-aligned mediators cannot sit back and watch as conflicts escalate. They cannot wait to be invited. They must invite themselves.
Consultant on strategy, leadership and development
