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A New Dawn of Unpredictability: Resetting Conflict Management in Family Businesses

Karl Chiniara
Feb 233 min read

Introduction

All around the world, people are witnessing a fresh style of leadership and negotiation emerging from the United States—one that thrives on unpredictability and bold, out-of-the-box tactics. Rather than wasting energy sitting on the defensive, these new voices urge us to snap out of complacency. They echo a broader global sentiment: a “new world order” is in the making, and it is time for a reset. For too long, many have assumed the status quo was unshakable; after all, it has been generations since World War II tested humanity’s resolve on such a colossal scale. But now, the call for recalibration reverberates from Washington and beyond. What does this shift mean, and how can we apply it to family business conflict management—particularly where complacency and entitlement can breed organizational stagnation?


1. Recognizing the Need for Bold Disruption

Family businesses often mirror societies in their resistance to change. Members cling to old habits, comfortable in routines and convinced that tomorrow will look much like yesterday. This mirrors the global stage, where for decades, nations have operated under familiar assumptions—now challenged by voices insisting on a more disruptive approach. In a family enterprise, the first step is recognizing when complacency has taken root: staff (and even senior relatives) may have become overly dependent on legacy methods.

“Amidst the turmoil of events do not lose your presence of mind." — Sun Tzu


2. Adopting Unpredictability as a Strength

The emerging style from the U.S. shows how unpredictability can serve as both an offensive and a defensive weapon. Instead of telegraphing every move, leaders seize the advantage by introducing sudden, unconventional actions. Applied to family business conflicts, this might mean scheduling a crucial meeting at a surprising time or location, or unveiling a new third-party perspective when least expected. By stepping outside the normal playbook, you compel adversaries—or in this case, resistant family members—to reassess and respond on your terms.

“All is flux; nothing stays still.” — Heraclitus


3. Breaking the Entitlement Mindset

A significant challenge in family-run enterprises is entitlement that seeps into the organizational culture, leading to stagnation. When individuals inherit roles without proving merit, a toxic environment can form. The recent global call for a “reset” underscores how outdated power structures—whether national or familial—may no longer be sustainable. One way to disrupt entitlement is through sudden shifts: rotating leadership responsibilities, installing performance-based evaluations, or introducing fresh talent. These measures challenge the long-held assumption that “we’ve always done it this way.”

“The only true wisdom is in knowing you know nothing.” — Socrates


4. Harnessing the Element of Surprise with Purpose

While it’s crucial to embrace the unexpected, it must be done strategically. A random jolt might bring attention, but true progress demands planning behind each bold act. Think of how transformative global policies are introduced: behind the headlines of sudden announcements lies a calculated effort to reset norms. In a family business, each surprise—like bringing in an external consultant at a pivotal moment or reshaping the board’s composition—should guide the collective toward long-term stability and renewed growth.

 "Perhaps only in a world of the blind will things be what they truly are." - José Saramago, Blindness



5. Building a Sustainable New Order

The world is abuzz with talk of a new global framework; similarly, family businesses can seize this momentum to forge a new order for themselves. This involves solidifying the gains made by unpredictable tactics through robust follow-up: document new protocols, clarify leadership succession, and maintain ongoing communication channels. Over time, consistent reinforcement transforms what started as a surprise into the bedrock of a more agile, forward-looking enterprise.

“No great thing is created suddenly.” — Epictetus


Conclusion

We stand at the edge of an era that challenges the status quo—both on the world stage and in the microcosm of family enterprises. The philosophy emerging from Washington underscores how disruptive tactics can break through complacency, clearing a path for growth and transformation. By bringing unpredictability into conflict management and pairing it with a clear, strategic vision, family businesses can transcend entitlement and stagnant practices. Just as the global order evolves, these enterprises can reset their approach, ensuring they remain competitive, resilient, and ready for an ever-changing future.



Walid S. Chiniara

Advisor to Business Families, and

Thought Leader on Governance,  its History and Philosophy





 
 
 

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