Turn Conflict Into Consensus

 

One of the biggest challenges a manager can face is to develop the level of trust and cooperation necessary for a team to function effectively and efficiently at all times. It is inevitable that team members will develop conflicting perspectives and priorities as a project rolls out, especially when you have a group of creative, competitive and talented thinkers.

Keep in mind that conflict is not necessarily a bad thing, because – handled properly– it can motivate team members to think more clearly about their own goals and assumptions in a way that will create extra value for the project in the long run. As a manager, your job is to provide the constructive catalyst to help your team turn conflict into consensus. Here is a step by step plan to help you accomplish this important goal.

1. Separate the idea from the person

People sometimes become defensive when their contributions are criticized. They interpret criticism of their ideas as criticism of themselves. They react defensively, and in turn, tend to irrationally criticize the contributions of others. With strong personal involvement, members lose objectivity about their own contributions. Unless certain steps are taken, people often too closely associate the idea with the originator. People may hesitate to add combinations or variations on the original suggestion. HERE’S How:

• Post ideas without names by them. Attach a letter (A,B,C,D) to them, or a number.
• Refrain from referring to an idea as "Jim's", or a proposal as "Bill's." Instead, refer to the idea as "one of our alternatives."
• Weigh ideas on their merit rather than their source.
• When someone says, "I don't agree with Joyce's proposals," then one should say, "What don't you like about that third proposal?"

2. Define areas of common agreement

By focusing first on areas of agreement, a new tone is established for the meeting. Rather than looking at differences, focusing on agreement puts things into perspective. Usually the areas of disagreement are small in comparison to the areas of agreement. By involving the entire group in this process, everyone begins to see that this is not a hopeless difference of opinion. HERE’S How:

List agreement. Ask members of the group to help list the points that both sides of the argument have in common. Give recognition to those who demonstrate clear thinking on this issue.

• Post list. By posting the list, everyone in the group begins to look objectively at what has been said. Attention is drawn away from individuals and onto the task.
• Redirect individuals. Ask the leaders of different viewpoints to itemize all areas of agreement.

3. Clarify points of disagreement and their causes;

Take steps to resolve

Defining the areas of disagreement makes the entire matter more clear. All in the group can then see the bare bones of the difference. It makes the disagreement more objective, taking it from the realm of the feeling, subjective, and purely emotional level. It makes the disagreement more manageable. By defining the specific areas of difference, a searchlight is now turned on to what is substantive versus what is purely personal or irrational.

HERE’S How:

Ask yourself the following questions:

• Are there differences of information?
• Are there differences of values?
• Are there differences in experience?
• Do the differences exist because of personal feelings, either toward outside people or between group members?

• Involve the group in the task of defining and clarifying the disagreement and listing the sources (such as differing information, conflicting values, varied past experience, or contrasting assumptions).
• Is there a way that by examining these differences we can resolve them? Is there some objective information we can get?
• Is the disagreement inappropriate to the group discussion? Should it be handled outside of the meeting?

 

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March Management Quick Tip of the Month – Practice Respect

One of the strengths of an effective manager is the commitment to treat employees with respect at all times. This sounds great, but how do you accomplish this on a daily basis? One of the best strategies is to never make a decision that affects someone else without discussing it with them. These days, managers have to make quick decisions about things like resources, scheduling and personnel. When this happens, don’t forget to keep everyone in the loop. When feasible, try to consult in advance with those who will be affected. However, when this isn’t feasible or appropriate, you should make the effort to provide timely, courteous notice of the decision, with a brief explanation of the reasoning behind it. Don’t let these people hear about it through the grapevine or read about it on the company website. Nothing says disrespect like being the last to know.