Recent
research into team dynamics by the Quantum Group has led to
extraordinary revelations about the root of conflict--in particular, the
morale-sapping and productivity-killing kind that develops within
teams. You know what I mean. You assign a group to a project, and the
next thing you know, World War III has broken out in your conference
room. Or people start knocking on your door to complain about one
another. Or you observe that one of two people are carrying the whole
effort and running themselves into the ground, getting more resentful
and burned out by the day, while the rest of their so-called team order
pizza and surf the Internet.
Teams in conflict cost millions of dollars a year in lost productivity and generate untold ill will among coworkers.
In
the Quantum study, high conflict teams were asked to identify the
source of their conflict. Nearly 100 percent of them said that the main
problem was other people.
Two
root causes emerged from these conversations. The first root cause of
conflict that people reported was personality clashes: that some people
are difficult to work with. They're jerks, basically. The second
root cause of conflict that people identified was that some people on
their teams--although perfectly nice--just had no idea what they were
doing. For sake of simplicity, let's call them idiots. (You will
already be familiar with jerks and idiots from your commute--jerks are
the ones driving faster than you, and idiots are the ones driving slower
than you. [Thank you George Carlin!])
Let
me back up for a moment: in all fairness, it is completely human, and
natural, that when we meet someone new, within minutes we try to label
them. We want to know: Does this person like me? (Is this person like
me?) Do we agree? When we find someone who agrees with us, we label them
immediately. (We call those people geniuses.) And when we meet somebody
who does not agree with us, very quickly we have to figure out whether
the person is a jerk or just kind...flawed in some way. So, it's not at
all strange taht we heard people attributing conflict to the
personalities and incompetence of others.
There's
only one problem with this theory that the roots of conflict are
personal. It sets up a paradigm in which there is no real solution. If
the root causes of conflict could be reduced to jerks and idiots, then
there would have to be a way to nicen up jerks and smarten up idiots.
I'm not sure if you have ever tried that, but my attempts have not been
very successful. The Quantum research would uncover a truth more
heartening than that. There is indeed a way to help teams resolve
conflict.
AMBIGUITY IS THE SOURCE OF MOST CONFLICT
The
researchers solicited more information from the groups in conflict,
asking them to rate their level of clarity around three categories of
work: their team's goals, roles and procedures. The
teams in conflict had a high level of ambiguity in all three
categories. The researchers concluded that the root cause of conflict is
very rarely personality or incompetence. The breakthrough understanding that resulted from this research is that most conflict comes from ambiguity.
There
are three basic types of ambiguity that can derail a team. First is
ambiguity about goals--a lack of alignment of a lack of clarity that
causes people to work against each other without realizing it. The
second ambiguity is about roles. When people don't have a clear
understanding of who is doing what, and where the boundaries between the
roles are, it leads to conflict. Finally, there is ambiguity about
procedures--a lack of agreement as to how to get the work done. When we
operate in the state of nonalignment, it's no wonder we judge each other
as jerks and idiots. That's why, when we work with other people, we
really have to get clear on what we want to create, what each person's
role is, and how we are going to proceed. Those questions drive much
more professional conversations, prevent conflict, and move us toward
our ultimate goal a lot more efficiently.
Ambiguity About Goals
Think
about how your staff's lack of clarity on goals affect your department
and organization. I guarantee you that some of your people have no idea
what your main goals are or how their efforts can fit in and support
those goals. You have to tell them. Never take for granted that everyone
is on the same page. At times, you will have to negotiate with other
teams or departments to coordinate your goals in a way that's respectful
of everyone's time, expertise, and effort.
Ambiguity About Roles and Procedures
The
same kinds of conflicts erupt around roles and procedures. We all make
assumptions about what other people should be doing or what their roles
encompass. But instead of of discussing our expectations with them, we
usually save it for the agenda after the meeting, talking about them
only after they have left the room. In addition to being unfair, it's
unproductive. Many of us, in order to avoid having to talk to or
confront each other, look to job descriptions. But these are not
fixed---they're always changing, and people's interpretations vary. So
making assumptions leads to conflict, whereas talking about roles
ensures that everyone is in alignment. When roles and procedures are
transparent, teams rum much more smoothly and efficiently.
Once
leaders learn to facilitate clarity around goals, roles, and
procedures, and people get used to initiating those conversations, they
can't understand why they had conflict at all. So why don't people come
to it intuitively. Why does conflict keep happening?
It
takes a lot of courage to ignore our visceral emotions and instead have
a professional clarifying conversation. It's easier in the moment to
come up with a story to justify not taking the initiative: we just tell
ourselves it wouldn't make any difference, because other people are
unreasonable or incompetent. But the moment we make it personal, we are
no longer dealing with reality. And when we start making decisions out
of that kind of story, it becomes a self-fulfilling prophecy. If I see
someone as a jerk, I only collect evidence that proves my point. That
story feels safer than stepping and providing real leadership: having to
clarify, to reach out, to communicate, to empathize and respond. In the
long run, though, it's much easier and more efficient to have that
honest conversation than to live with the long-term conflict. When you
finally figure that out, it is life changing.
We
tend to think that clarity is a byproduct of a highly functioning team,
but it's the reason why they function well. As a leader, you do not
have to resolve conflict--just provide clarity about goals and roles.
Clarity gives employees the freedom to operate within their roles and be
as effective as possible. And it stops conflict in its tracks.
Communicate
consciously. Make sure everything you are asking people to do ties back
into a strategic plan that you have shared with them. Never assume
people will fall into place. If you are a leader at the managing
director or vice president level, you should be spending a significant
of your time with people clarifying goals and roles. If you're doing
your job correctly, you should not--brace yourself---have to get very
involved in the procedures piece. People who are clear on their goals
and roles should--and will---devise their own procedures for getting the
job done.
Finally,
the best things you can do do for building an effective team is teach
you people one key question: "How can I help?" This question, and the
spirit in which it is asked, are the heart and soul of a healthy group
dynamics. In most workplaces, both the question and attitude are all too
rare.
I suggest that you adopt the golden rule of teamwork for your group:
Stop Judging and Start Helping.
To your greater success and harmony,
Peter Mclees, Leadership Coach, Trainer and Performance Consultant
SMART DEVELOPMENT
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