NEW LIFE:Conor Crowley went from the financial side of running companies to the people side when he switched from accountancy to facilitating conflict resolution, writes MARIE GALLAGHER.
CONOR CROWLEY’S decision, in the early 1980s, to embark on a career in accountancy was because, “I always felt I was good with figures”, he says. After a two-year business course in Waterford IT, he joined an engineering company in Clonmel as assistant accountant.
“With accountancy you work while you study, so there is a real ‘hands’ on’ approach to your learning.”
Crowley joined multinational Unilever in 1985 and started work at the HB ice-cream plant in Rathfarnham where he continued his study, qualifying as a chartered management accountant (CIMA) in 1993. His career with the company spanned 20 years.
“When you go into a job in your early 20s, you never think at the time that you are going to be there two decades later.
“Management accounting immerses you in the figures side of the business which I really enjoyed. I was the one who really got down to the nuts and bolts of what each item being produced was costing and what profit per item was being made.”
Working his way up to finance manager of Unilever’s ice-cream and frozen food business in Ireland, Crowley was in a pivotal role when the company decided to embrace SAP (Systems Applications and Processes), a large-scale computer system that standardises all aspects of transacting business, such as invoice production and stock management.
Crowley was seconded to Unilever’s Dutch head office in Rotterdam, where his task was to design and tailor the accounting side of the system for its European businesses.
After an 18-month stint there, he moved to London, where he continued to implement the system, this time at Unilever’s Bird’s Eye/Walls plant in Walton-on-Thames.
“Working abroad was a fantastic experience and an opportunity to get a wider view of the job.”
While in the UK, Crowley, through his partner who has a career in psychotherapy, was introduced to a conflict resolution methodology known as Deep Democracy (www.deep-democracy.net). He thought there was effectiveness and wisdom in the approach used in this methodology which is rooted in the principles applied by American psychotherapist and writer Arnold Mindell.
This methodology has been successfully utilised by South African psychologist and social entrepreneur Myrna Lewis.
Lewis has, among other things, assisted South African electricity supply companies in the resolution of workplace conflicts.
“The core driver of Deep Democracy is that you engage with all levels of hierarchy when trying to resolve conflict,” Crowley explains.
“I was so impressed with the process that I embarked on a training course while I was still working with Unilever.”
Crowley completed a Deep Democracy training course given by Myrna Lewis’ company, Indranet Consulting, over two years.
“I realised I was becoming attracted to this area even though at first glance it seemed totally at variance with the structured world of accounting, IT systems and figures. Mind you, I have to admit that personality profiling testing always did categorise me as a coach/facilitator rather than an accountant/systems type.”
Crowley began successfully utilising aspects of what he had learned through the Deep Democracy programme when he was back in Ireland implementing the new computer system for Unilever.
“In Rathfarnham, I was heading up a team of 40 people while we were installing the system. What I had learned through the course helped me to sort out the teething problems that occur in any new system set-up.
“I found I could engage with the team with much more understanding.
“The Deep Democracy process recognises the significance of minority groups in an organisation and how listening and including them in the decision process is key to the resolution of conflict.
“For example, if a manager discovers that in-jokes are being made among certain staff about a work problem he is unaware of, and he is prepared to get to the bottom of why these jokes are being made rather than forcing the staff, through fear of reprisal to conceal the jokes, he is well on the way to engaging effectively enough to resolve the problem ahead of its escalating to something more serious.”
In 2005 Unilever began downsizing and introduced a redundancy programme. Crowley took the opportunity to change career.
“I decided to take the leap and follow my growing interest in conflict resolution.”
Conor left Unilever in 2005 and the following year founded Resolve Consulting.
“After 20 years with the company, I was fortunate enough to get a redundancy package which enabled me to set up the business.
“I certainly miss the monthly income and pension from the permanent job. As with any new business, there is a gradual build to establishing oneself, especially when the business is as specialised as conflict resolution, using the progressive process that is Deep Democracy.”
Crowley has worked with individuals, NGOs (non-governmental organisations), small companies and multinationals as a conflict-resolution facilitator.
“The current economic climate has brought conflict and a lowering of morale into companies. My experience with the accounting side of business has allowed me to bring a dual set of skills to the task.
“I can support businesses with difficult decisions using my knowledge and experience of cost, pricing and profit, and then apply the resolution process to the people side.”
Crowley is confident that the Deep Democracy programme presents huge opportunities to organisations that embrace its principles.
“The process has proved successful in resolving conflict in all types of organisation.
“It is easy to see why management might fear the amount of straight-talking and listening and the amount of time needed to make it work. But staying engaged with all employees is essential.
“In these recessionary times, companies are inclined to just watch the bottom line but in the long run, resolving conflict early saves time, money and redirects energy to sustain the business.”
Crowley has given several presentations on Deep Democracy to businesses, NGOs and organisations such as the Project Manager’s Institute.
“Figures are the tangible piece of any business. People and relationships are the intangible piece.
“Embracing both sides is essential in sustaining healthy organisations.”
www.resolve.ie
