The first in this series about teamwork myths explored erroneous beliefs about forming teams. In this second installment, we examine three myths about team conflict.
- Team cohesion is determined by personal chemistry
- Some believe that all members of high performance teams like each other. They attribute interpersonal trouble on teams to so-called "personality clashes." They believe that team troubles are always due to misbehavior by individual team members. This conveniently exonerates everyone and everything else, including policy, customers, layoffs, pressure, culture, and management.
- This erroneous belief is often used to justify individual-oriented corrective actions that include reassignment, discipline, and termination, but when the causes of poor team cohesion aren't personal, these actions are ineffective. Moreover, in misguided efforts to form high performance teams, we sometimes staff teams according to personal chemistry rather than knowledge, skill, or capability.
- When team members believe that chemistry drives cohesion, toxic conflicts erupt unnecessarily, because members believe that honest differences are driven not by professional judgments but by personal agendas. Adherence to the myth validates the myth.
- Conflict undermines performance
- Many believe that conflict is always bad and destructive, that disagreements always threaten team goals, and that those who disagree aren't team players. To disagree is to be disagreeable. This is a particularly destructive myth.
- Many don't know how to disagree agreeably, or how to engage in substantive debate while avoiding personal attacks. Many experience disagreement as personal attack. For all these people, disagreement often leads to toxic conflict. This might explain some of the popularity of this myth.
- If disagreement Some attribute interpersonal
trouble on teams to
clashes," which conveniently
exonerates everyone and
everything but the clashersis disallowed, how can we ever perfect group decisions? All positions would remain unquestioned until their advocates moved on. Indeed, this is what happens in dictatorships — and in groups that don't tolerate disagreement.
- Conflict usually entails disagreement, but conflict can be either destructive or constructive. Constructive conflict is essential to high performance.
- Team trouble is always due to bad apples
- The bad-apple myth holds that team trouble is always due to a few "bad apples," and after we find the bad apples, and eliminate them or modify their behavior, the trouble ends. Rarely does this actually work. At best, everyone else learns that quiet compliance and currying favor is the safest course. High performance remains elusive.
- Usually, the people we identify as bad apples are just the visible manifestation of systemic problems. If that's the case, eliminating the bad apples just drives the symptoms underground. To achieve high performance we must actually address problems, and that requires people who are willing to speak up. If we teach the team that speaking up is dangerous, we close off the only path to achieving high performance. You can't fix what you can't talk about.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Conflict Management:
- Hostile Collaborations
- Sometimes collaboration with people we hold in low regard can be valuable. If we enter a hostile collaboration
without first accepting both the hostility and the value, we might sabotage it outside our awareness,
and that can render the effort worthless — or worse. What are the dynamics of hostile collaborations,
and how can we do them well?
- Discussion Distractions: I
- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions
that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently
seen in meetings.
- Toxic Conflict in Virtual Teams: Minimizing Authority
- Toxic conflict in virtual teams is especially difficult to address, because we bring to it assumptions
about causes and remedies that we've acquired in our experience in co-located teams. In this Part II
of our exploration we examine how minimizing authority tends to convert ordinary creative conflict into
a toxic form.
- When Somebody Throws a Nutty
- To "throw a nutty" — at work, that is — can include anything from extreme verbal
over-reaction to violent physical abuse of others. When someone exhibits behavior at the milder end
of this spectrum, what responses are appropriate?
- Creating Toxic Conflict: II
- Some supervisors seem to behave as if part of their job description is creating toxic conflict among
their subordinates. It isn't really, of course, but here's a collection of methods bad managers use
that make trouble.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenMiHwDPDmmrIRoZbbner@ChacNYReDbnHJSNRBPXdoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.