Creating and Sustaining Healthy Teams:
Preventing and Managing Team Conflict
By Hugh Ballou
Copyright Hugh Ballou 2011
ISBN: 978-1-4657-7869-7
Published by SynerVision Publishing on Smashwords
Contents
Setting the Stage: Why Conflict Happens
The Leader's Role in Managing Conflict
Diagnostic: How to see potential conflict
Prescriptive: Strategies for Dealing with Conflict
Preventive: Ways to Build Relationships and Reduce Conflict
Never, Never, Never Triangulate!
© Hugh Ballou 2011, No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form, or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior consent of the publisher.
Coming together is a beginning, staying together is progress, and working together is success. - Henry Ford
We are called into service as individuals, but we work in community in teams, both formal and informal. Whether we work on large teams or small teams, or whether we work on short-term projects or ongoing programs does not matter. The tension between creative energy and routine is a balance that effective leaders must manage. Each team member has a responsibility to the rest of the team. The team leader must know and maintain the best group processes.
I spend my time working with leaders building energized teams that reach decisions through synergy and consensus. The journey plays out differently in each situation. However, the basic routine consists of exploration, discussion, refinement, debate, reflection, listening, and consenting to the best decision for the group’s needs. These steps are more difficult for some team members than others. There are many reasons why. This article explores reasons for conflict, ways to recognize potential and emerging conflict, and possibilities for leadership in these situations.
Setting the Stage: Why Conflict Happens
We have all been a part of a committee, staff, or board where unnecessary conflict arises which might make us feel uncomfortable. Some people thrive on creating energy that is directed at them, however others might be present to accomplish a task or to make an important decision. It is therefore important to observe the conflict and attempt to control one's own self as the process unfolds. We can't control the actions of others, however, we can control ourselves. If we are the leader, we can control process, as well.
Conflict happens. That's it. Conflict is energy. Conflict is creativity. Conflict lets the leader know that people are engaged. Conflict does not have to be destructive.
Leaders sometimes add to the anxiety by ignoring tension in the group and not dealing with it directly. The tension increases and creates conflict. Leaders more often than not add to or cause conflict for the following reasons:
• By not defining desired outcomes for the group
• By not assigning tasks to specific individuals
• By not defining expectations for individuals, as well as the group
• By not providing information necessary to complete the task
• By not defining the process ahead for completion of tasks
• By not allowing preparation time for group process
• By not creating written documents defining the issues on this list
• By shutting down the feedback systems from the group
• By not being accessible to individuals or the group for information or coaching
Allen C. Amason, of Mississippi State University, has studied conflict and its role in decision-making. He suggests there are two types of conflict:
• Cognitive - conflict aimed at issues, ideas, principles, or process
• Affective - conflict aimed at people, emotions, or values
His studies showed the presence of both types in any group setting; but he's clear to explain that cognitive conflict is constructive, while affective conflict is destructive (Brockmann, 1996).
Conflict exists. Leaders do not prevent it. Leaders manage it.
The Leader's Role in Managing Conflict
In studying Bowen Family Systems Theory, I have learned a lot about myself and my role in managing conflict. I have realized that my role is key. I can't control what other people do; however, I can control myself and my emotions.
First, I discovered that I could manage my own anxiety by thinking systems. I think of a herd of cows grazing in a field peacefully. One cow then hits the electric fence and receives an electric shock. That cow reacts suddenly with animation caused by anxiety. The rest of the herd reacts to this cow's anxiety without knowing the problem. This is similar in human systems. If the leader is anxious, that anxiety transfers to the group. The anxiety also clouds logical thinking.
Next, I find that if I understand myself and am clear on my goals, then pleasing people is less important. Trying to please the people you lead is not an effective strategy. Everyone cannot be pleased and most will be annoyed that the leader is not focused on goals. Remain separate and respect the people whom you lead.
Finally, observe what is happening in the group. Research tells us that only 7% of most communications comes through the –words, while 55% is in facial expression, and 38% is in inflection and mannerisms. We depend too much on the actual choice of words and do not pay attention to the rest of the communication. Observe what's happening and how people respond to ideas and to each other. Ask good questions and listen carefully to their responses while watching the group.
Bowen Theory also teaches us to observe triangles. Triangles are neither good nor bad - they just are. Be aware of triangles. They can become a source of conflict as well.
Diagnostic: How to See Potential Conflict
Look for early warning signals that relationships are about to get into trouble. Do not wait. Do not go into denial. Conflict appears for many reasons. Basically, it is a disruption that comes as a result of broken expectations, and creates a disruption in stable relationships. The dictionary description is as follows: Conflict - a disagreement or clash between ideas, principles, or people/a psychological state resulting from the often unconscious opposition between simultaneous but incompatible desires, needs, drives, or impulses.
Broken expectation is a principle that is at the root of much staff conflict. If we do not get what we expected, there is a level of disappointment. When these expectations are not met, there is conflict. When expectations are not clearly articulated in advance, trouble is ahead. Putting off addressing expectations makes the situation worse. Letting the situation continue increases the stress. When something is wrong, pay the “upfront cost” by dealing with it promptly. The “cost” in terms of loss of relationship and difficulty in dealing with the situation will only increase – sometimes exponentially. Act on the earliest signal that something is wrong.