Three Sources of Conflict

In my experience working with organisations there are three factors behind most organisational conflicts:

1. Differences in behaviour and communication styles

2. Differences in priorities and values

3. Workplace conditions, including poor communications from leaders

Some personalities just seem to clash. It's important to determine why two people rub each other the wrong way. Do they have opposing behavioural styles?

For example, an extrovert who is open and expressive could view an introvert as hard to read and perhaps untrustworthy. Likewise, a time-conscious, highly organised employee may harshly judge a spontaneous colleague. Someone who is highly analytical and precise might view an intuitive person as impulsive and flaky.

Teaching team members to understand basic human differences can help them overcome tendencies to judge and make assumptions. They can learn to accept coworkers’ differences. Consider using any of the commonly accepted assessment tools, such as PRISM or Belbin.

Workshops provide another option. An extrovert can learn to ask questions to draw out an introvert. The highly organized team member can learn to set more realistic deadlines.

Understanding personality differences can help prevent clashes and conflicts before they become ongoing problems.

I offer several options for learning about personalities in the workplace to help deal with differences and conflicts.

Expectations and Assumptions

People have different needs, values, beliefs, assumptions and cultural frameworks. Our expectations are fed by past experiences. If you erroneously assume that others are essentially mirror images, your lack of clarity can create strife.

Leaders and teams must explore others’ expectations, assumptions, underlying values and priorities. This can be accomplished in group or individual sessions, led by a manager or coach.

When there is an elevated degree of conflict, it's wise to retain a professional who is trained in interpersonal skills and mediation.

Behind every complaint is an underlying value that goes unsatisfied. Asking questions like “What’s really important here?” often allows people to uncover competing values and priorities. You will facilitate more authentic conversations when you ask the right questions.

What do you think about these ideas? What do you see as a major source of conflict in your organisation?

7 Things to Consider to Ensure your #TeamBuilding Event Hits the Spot

Are you planning a TeamBuilding event? If you are here are some of the things you need to think about.

 

1.       What do you want to achieve? When arranging an event it is important to ensure that you are clear about your aims and objectives for the event. Is it an event where you want the team to get to know each other better and have some fun? Is that your sole objective? Or do you want something more? If it is something more what are the desired outcomes you have for the event?  And how are you going to measure if the event has been successful?  All of these are questions you need to ask before you can decide on the type of event that you are going to arrange. If you are not sure, talk it through with your facilitator and event organiser to help you to clarify the intentions.
2.       How long have you got available? Realistically there is only so much you can achieve in an afternoon or even a full day. So don’t set your ambitions too high, but make sure they are realistic and practical. Remember that if you are not holding an event onsite (which is always the best option) you may need to allow travel time. In fact, why not make the travel part of the day and book a coach or mini bus to pick everyone up?
3.       Budget. Whilst money may not be your main concern, everyone wants to feel that they have got value for money. When organising your event, make sure your event organiser has a realistic understanding about your budget and be prepared to discuss it with them. Good professional organisers will not try and sell you something you can’t afford and will help you to maximise your budget to get the best possible event.
4.       Number of people. The number of people you have coming to the event can make a big difference to what works and what doesn’t. Make sure that your event is suitable for the size of your group
5.       How adventurous are your team? There are vast number of different types of team building events available now, so you don’t need to run outdoor activities if indoor ones are more suited to your team, or the weather! Climbing mountains maybe the right answer for some, but not all. And indoor events need to be equally carefully considered. Whilst some people love music and drama others may prefer cooking or painting. Remember that it is not always possible to please everyone in the group, but a general consensus is helpful. Always bear in mind however, that any experience outside the norm may make some people uncomfortable – after all that is how we learn and grow as people.
6.       Choose professional facilitation. A professional facilitator will not only ensure that the day runs as smoothly as possible, but will also add to the experience by bring his/her knowledge to the event. Good team events include good set-up and de-briefing by a professional facilitator. If you are not sure who to choose ask for recommendations from others.
7.       Follow up after the event. Make sure that you and your team take on any learning points from the day and start to work them into your daily routine wherever possible. This might be a different way of working together or recognition of someone’s skills that were not appreciated before. Whatever it is, make sure that the team event is part of an on going process in your organisation. Not a one off jolly!

Team events should be productive, energetic and fun. Make sure yours gets your team fired up and enthusiastic!

Why do teams get stuck?

If your team is struggling or seems to have got stuck, it may be for one of the following reasons.

1.    Inappropriate Leadership. Lack of structure or clear leadership can lead to a team becoming  dysfunctional and/or resistant. This in turn can lead to a high turnover of staff and without intervention disbandment of the team as being non -performing.

2.     Unqualified team members. Teams need to both have the appropriate technical skills as well as a balance to the necessary roles. If team members are lacking in basic skills, they need to have the appropriate training or be moved on.

3.     Unconstructive Climate An effective team needs to have an open climate that bridges differences and encourages individuals. If team members become defensive or secretive the team will struggle to thrive. Important issues must be openly discussed and resolutions found wherever possible.

4.     Projection and scapegoating  where the teams problems are being caused by "external influences". By making others part of the problem the team is adopting a "it wasn't me" attitude.

5.    Dominance of one or more personality/ behaviour types. It is not uncommon for the leader of a team to recruit "someone like them" or "someone who fits in" who consequently adds to the teams skills and strengths in a particular area, but does not necessarily address any gaps the team may have. Lopsided teams can often find it difficult to move forward.

6.    Teams , like the people within them, have a sense of self-esteem. Low self esteem can be a result of many things but might include: lack of drive, lack of recognition, lack of pride in their work. If their perception is  one of low self esteem, they will find it difficult to develop and move forward.

7.    Low creativity. Teams that are allowed to explore their creativity are more flexible in their approach and quicker to solve problems than those that are asked to deliver things in a fixed and rigid way. There is a difference between setting and measuring standards for particular tasks and preventing any creativity in achieving them. Harnessing creativity requires a level of risk and clear risk assessment should go hand in hand with the creative process.

 

 

Managing Conflict - CUDSA

When you are in a conflict situation, in the heat of the moment it can sometimes be difficult to remember what to do. There are a number of acronyms that may help you to remember. The first is:

CUDSA

Confront the behaviour

Understand each other's position

Define the problem

Search for a solution

Agree

Activity	Explanation	Example
Confront the behaviour	Concentrate on the behaviour not the person. Ask then to modify their behaviour so that you can talk about the issue.	I feel uncomfortable when you say xxx. Please can we discuss this calmly so that we can get to the problem.
Understand each other's position	Take the time to understand the other's position. Is it a real issue, or is it based on misunderstanding? Have you got all of the information, or only part of the story? Respect their position and ask them to respect yours.	Please tell me slowly what you think the issue is. Please then listen to my reply.
Define the problem	Get into the detail, but try not to react by becoming defensive, sulking, aggressive or other negative behaviour. Repeat back to the other party, your understanding of their side of the story. Stay in adult.	I understand that you feel ..., and that you have an issue with ..., and that the reason behind this is ... Is this correct? My position is ...
Search for a solution	This involves cooperation. Search for a win-win solution wherever possible. The best solution is one where each party feels that they have gained at least part of their point if not all.	I suggest that I will agree to ... if you are happy to give me ... This way we both gain something positive.
Agree	Get an agreement - even if it is an agreement to differ. Make sure any agreement is stated clearly and unambiguously. If necessary, write it down.	In these (...) circumstances, I agree to ... and you agree to ... If things substantially change then we will review this agreement.

Find out more in the eBook Lets Agree to Differ: Handling Conflict at Work

Top 10: Ways to Lead by Example

Good leaders must lead by example. Through their actions, which are aligned with what they say, they become a person others want to follow. When leaders say one thing but do another, they erode trust, a critical element of productive leadership. Here are 10 of the dozens of ways to lead by example.

1. Take responsibility. Blame costs you your credibility, keeps team members on the defensive and ultimately sabotages real growth.

2. Be truthful. Inaccurate representation affects everyone. Show that honesty really IS the best policy.

3. Be courageous. Walk through fire (a crisis) first. Take calculated risks that demonstrate commitment to a larger purpose.

4. Acknowledge failure. It makes it OK for your team to do the same and defines failure as part of the process of becoming extraordinary.

5. Be persistent. Try, try again. Go over, under or around any hurdles to show that obstacles don’t define your company or team.

6. Create solutions. Don’t dwell on problems; instead be the first to offer solutions and then ask your team for more.

7. Listen. Ask questions. Seek to understand. You’ll receive valuable insights and set a tone that encourages healthy dialogue.

 
8. Delegate liberally. Encourage an atmosphere in which people can focus on their core strengths.

9. Take care of yourself. Exercise, don’t overwork, take a break. A balanced team, mentally and physically, is a successful team. Model it, encourage it, support it! 

10. Roll up your sleeves. Like Alexander the Great leading his men into battle, you’ll inspire greatness in your company.

 Find out more about how to lead your team and deal with difficult behaviour. Visit Dealing with Difficult Behaviour

Build a successful team - interview

Trying to put together a team? Want to understand the process and what happens when you start to create a new team. David Mellor interviews Berry Winter about building teams and teambuilding. Team building should be more than just having a fun day out. In the interview we review the Tuckman model of forming, storming, norming and preforming. Below is an MP3 recoding of the interview.

Check out the Team Building Interview with Berry Winter

Team Building

Check out the animation software at Animoto.com. You can create some great animations!

Create your own video slideshow at animoto.com.

Team building with drama (video)

Great day using masks and drama to explore communication skills