Perhaps you've witnessed destructive collisions between teammates. Destructive collisions can arise from innocent misunderstandings, long-term campaigns to advance careers, spontaneous attacks, or acts of revenge. They can be mildly awkward or intensely damaging. Rarely do they advance the team's work. At best, they slow progress; at worst, they move the team so far from its objectives that success requires redefining the objectives.
Historical debates are one kind of collision in which the issue is who said what, who agreed to what, who decided what, or the like. Historical debates can take place in any medium: face-to-face, email, text, stone tablets, whatever. The exchanges being debated might or might not have been witnessed; there might or might not be a record of the incident or of the exchange. None of that matters.
What does matter is that the past is always debatable. Usually, the debaters' recollections differ; the witnesses' (if any) recollections (if any) differ; and interpretations of any records that might exist likewise differ. The past is always debatable.
Historical debates are difficult to settle. Sadly, many bystanders feel that they aren't involved; the debate concerns only the debaters. These bystanders just, well, stand by, while time, the most precious asset of any team effort, passes.
Other bystanders recognize the damage being done, but feel helpless to resolve the debate. Indeed, they are helpless, or nearly so. These bystanders tend to wait, hoping for a debate fizzle. At best, in meetings, a bystander might intervene to suspend the debate, suggesting, for example, "Can't you take this off line?" The debate might halt for a time, only to arise again later.
Two strategic moves can help teams experiencing repeated historical debates. First, end the debate, permanently, and return to real work. Second, prevent historical debates from arising in the future. Here are two suggestions for accomplishing this.
- Identify the pattern
- When no When no debate is actually
underway, educate the team
about the historical debate
pattern. Explore its
futility and irrelevance.debate is actually underway, educate the team about the historical debate pattern. Explore its futility and irrelevance. Identifying the pattern, and naming it, gives the team a verbal and conceptual vocabulary essential for calling out historical debates when they arise. The existence of that vocabulary can deter people from initiating historical debates.
- Learn how bystanders can intervene
- To end historical debates when they occur, neutral intervention is required. Taking sides usually just intensifies the debate. Instead, bystanders can offer, "Would either of you like to hear how I saw the situation?" Most often, the bystander's view will differ from the views of the debaters. Such offers won't resolve the debates, but they can demonstrate clearly how useless the debates actually are, and that can lead to voluntary suspensions of the exchanges.
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:
- Corrosive Buts
- When we discuss what we care deeply about, and when we differ, the word "but" can lead us
into destructive conflict. Such a little word, yet so corrosive. Why? What can we do instead?
- Logically Illogical
- Discussions in meetings and in written media can get long and complex. When a chain of reasoning gets
long enough, we sometimes make fundamental errors of logic, especially when we're under time pressure.
Here are just a few.
- Biological Mimicry and Workplace Bullying
- When targets of bullies decide to stand up to their bullies, to end the harassment, they frequently
act before they're really ready. Here's a metaphor that explains the value of waiting for the right
time to act.
- Toxic Conflict in Virtual Teams: Virtuality
- In virtual teams, toxic conflict sometimes seems to erupt spontaneously. People who function effectively
in co-located teams can find themselves repeatedly embroiled in conflicts that seem to lack specific
causes. What triggers toxic conflict in virtual teams?
- Ethical Debate at Work: II
- Outcomes of debates at work sometimes favor one party, not only at the expense of the other or others,
but also at the expense of the organization. Here's Part II of a set of guidelines for steering debates
toward wise outcomes.
Forthcoming issues of Point Lookout
- Coming February 21: The Ultimate Attribution Error at Work
- When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable. Available here and by RSS on February 21.
- And on February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
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- 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.