Teams often avoid conflict, fearing that it will disrupt the interpersonal relationships of team members and lead to poorer results. However, some conflict is necessary, even beneficial to team outcomes. "Passionate, unfiltered debate around issues of importance to the team" is essential to maximize team effectiveness (Lencioni, 2005, p. 37). In fact, one of the major advantages of cross-functional teams is the diversity of experts that come together to address a problem. In such a setting "we expect and want these differences to surface, because, in the end, we expect a better outcome to result" (Parker, 2003, p. 171). However, too much conflict can derail teams. To gain the benefits of functional diversity that cross functional teams afford, and minimize debilitating conflict, I recommend the following five step process: 1. Teams should complete a Myers Briggs (MBTI) or other personality profiling instrument for each team member. Many of these tools provide both individual and team profiles. A meeting can then be dedicated to explore each team member's and the team profiles. This allows team members to learn more about what motivates each individual, what their needs are, what they are uncomfortable with, etc... This builds more trust and understanding between team members and may provide insight into how each team member approaches conflict.
2. Teams should also take a conflict style survey such as the Thomas-Kilmann survey which determines how each team member approaches conflict. "The Thomas-Kilmann Model describes five different approaches to conflict according to how people think about the importance of a task versus the importance of their relationship with people they work with" (p. 131). Individuals may be described as; Authoritative/Competitive; Problem Solving; Compromising; Avoiding; or Smoothing. An understanding of each other's conflict style helps team members recognize behaviors that may impair or impede effective teamwork.
3. Based on the understanding acquired from personality and conflict profiles, team norms should be set to determine in advance how they will manage conflict. For example, if the team recognizes that more authoritative/competitive individuals may dominate discussions they will recognize the need to build norms that increase involvement by those who may have an avoiding style.
4. Once norms are set, teams should brainstorm any possible obstacles which may interfere with open and productive discussions. They should agree on which obstacles threaten to derail the team and plan how to overcome these obstacles in advance. Teams that recognize potential obstacles will be less likely to become distracted by them when they occur.
5. If certain conflicts have derailed discussions in the past, or if the team faces a new conflict, the team needs to address these issues. Too often, teams are reluctant to address these issues because they may fear the damage such a discussion has on the interpersonal relations of the team. Damage to interpersonal relationships can be avoided if team members a four step process for managing conflict assertively. This process entails: Name the conflict, problem, emotion or situation that is causing the problem. In doing so, team members should not attack each other personally.. Rather they should "WACem" (Pachter and Magee 2000, p. 66). "WACem" stands for: W = What. Tell the individual or team what the issue is without attacking personally.A = Ask. Ask the individual or team what you would like the individual or team to change or do differentlyC = Check-in. Ask the other individual or team what they think about the request. As the team discusses the request, they should explore what the possible consequences of the problem may have on the team, the project, the clients, the results, etc...Reach agreement on how to overcome the problem. Explore the positive outcomes that may occur by overcoming the issue or obstacle. References:Lencioni, P. (2005). Overcoming the five dysfunctions of a team: A field guide. San Francisco: Jossey-Bass.Pachter, B. and Magee, S. (2000). The power of positive confrontation: The skills you need to know to handle conflicts at work, at home, and in life. New York: Marlowe and Company. Parker, G. M. (2002). Cross-functional teams: Working with allies, enemies, and other strangers. San Francisco: Jossey-Bass.Stowell, S.J. and Starcevich, M.M. (1998). The coach: Creating partnerships for a competitive edge. Salt Lake City, Utah: (CMOE Press). Magnify: "To make great or greater; to enlarge; to augment; to exalt." - WebsterJames' vision is to magnify individuals' natural abilities; maximizing their full potential and increasing their value as leaders and professionals in the organizations where they work and serve. He is the founder of Magnify Leadership and Development, a training consulting company with global experience in management/leadership and sales force effectiveness training; and the author of Magnify Change Leadership: A Practical Guide to Leading Teams in Times of Change and training consultant.
2. Teams should also take a conflict style survey such as the Thomas-Kilmann survey which determines how each team member approaches conflict. "The Thomas-Kilmann Model describes five different approaches to conflict according to how people think about the importance of a task versus the importance of their relationship with people they work with" (p. 131). Individuals may be described as; Authoritative/Competitive; Problem Solving; Compromising; Avoiding; or Smoothing. An understanding of each other's conflict style helps team members recognize behaviors that may impair or impede effective teamwork.
3. Based on the understanding acquired from personality and conflict profiles, team norms should be set to determine in advance how they will manage conflict. For example, if the team recognizes that more authoritative/competitive individuals may dominate discussions they will recognize the need to build norms that increase involvement by those who may have an avoiding style.
4. Once norms are set, teams should brainstorm any possible obstacles which may interfere with open and productive discussions. They should agree on which obstacles threaten to derail the team and plan how to overcome these obstacles in advance. Teams that recognize potential obstacles will be less likely to become distracted by them when they occur.
5. If certain conflicts have derailed discussions in the past, or if the team faces a new conflict, the team needs to address these issues. Too often, teams are reluctant to address these issues because they may fear the damage such a discussion has on the interpersonal relations of the team. Damage to interpersonal relationships can be avoided if team members a four step process for managing conflict assertively. This process entails: Name the conflict, problem, emotion or situation that is causing the problem. In doing so, team members should not attack each other personally.. Rather they should "WACem" (Pachter and Magee 2000, p. 66). "WACem" stands for: W = What. Tell the individual or team what the issue is without attacking personally.A = Ask. Ask the individual or team what you would like the individual or team to change or do differentlyC = Check-in. Ask the other individual or team what they think about the request. As the team discusses the request, they should explore what the possible consequences of the problem may have on the team, the project, the clients, the results, etc...Reach agreement on how to overcome the problem. Explore the positive outcomes that may occur by overcoming the issue or obstacle. References:Lencioni, P. (2005). Overcoming the five dysfunctions of a team: A field guide. San Francisco: Jossey-Bass.Pachter, B. and Magee, S. (2000). The power of positive confrontation: The skills you need to know to handle conflicts at work, at home, and in life. New York: Marlowe and Company. Parker, G. M. (2002). Cross-functional teams: Working with allies, enemies, and other strangers. San Francisco: Jossey-Bass.Stowell, S.J. and Starcevich, M.M. (1998). The coach: Creating partnerships for a competitive edge. Salt Lake City, Utah: (CMOE Press). Magnify: "To make great or greater; to enlarge; to augment; to exalt." - WebsterJames' vision is to magnify individuals' natural abilities; maximizing their full potential and increasing their value as leaders and professionals in the organizations where they work and serve. He is the founder of Magnify Leadership and Development, a training consulting company with global experience in management/leadership and sales force effectiveness training; and the author of Magnify Change Leadership: A Practical Guide to Leading Teams in Times of Change and training consultant.
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