Issue 30 July 20, 2004

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In this Issue:

How Do You Deal with Conflict in Your Work Team?

Work teams are an important part of all organizations and it is becoming increasingly common to find work teams comprised of members from many different functions or departments within the organization. Considering that such team members represent a highly diverse set of goals and objectives it is quite common that conflicts will arise within a work team. The most effective work teams are those that adopt and follow guidelines for resolving conflict within the team. Follow are some best-case examples of some ground rules for conflict management in a work team:

1. Resolve it or dissolve it.

When conflicts come up between team members (and they will) it is best to resolve them as soon as possible. Issues that are left open for a long period are likely to spread throughout the team and even beyond the team. It is a good idea to adopt a time limit for conflict resolution within the team (say 24 or 48 hours) and if the conflict has not been resolved within that time, the conflicting parties are expected to drop the issue, and not bring it up again.

2. Don�t dig up the dead.

Sometimes things will not go your way. Perhaps the team did not accept your favorite idea or alternative. It does not help the team process to continually bring up a dead issue. Sometimes you have to be able to take �No� for an answer.

3. Don�t make it personal.

Sometimes it is difficult to accept criticism without taking it personally. Try to look at every issue and criticism as strictly a business case. When offering criticism team members should strive to do so objectively. Use facts and objective opinions and avoid presenting issues in a personal context.

4. Leave third parties out of it.

When conflict arises between team members it might seem like a good idea to bring in a third party to help resolve the issue. This is contrary to effective conflict resolution and will damage the team spirit. Don�t try to recruit supporters to you point of view, it does not promote open discussion and effective conflict resolution.

5. Don�t blame the absent.

If an issue arises that involves a team member who is not present, hold any discussion until that team member can be present and be heard. Everyone deserves the right to hear any issues concerning them first hand and to answer them. Carrying second hand issues will only hurt the team process.

Conflict is only normal in group situations. Some groups are totally destroyed by conflict while others are strengthened by it. The difference lies in the methods for dealing with and resolving conflict within the group. Those work teams that adopt a positive process for handling conflict are likely to be strong and highly effective teams.

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John Yost

ProCompass Management Services

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