Team Conflict Resolution

Importance of conflict resolution strategies

Successful teams (and families) are the amalgamation of many different individuals into a cohesive unit. With this variety of personalities it is critical that team leaders understand how to effectively manage conflicts. While some may argue the best solution is prevention, others believe conflict is inevitable and can be healthy for a team. Regardless of philosophy successful teams will, at some point, be confronted with conflict within the group. “Conflicts are part of individual relationships and organizational development, and no relationship or organization can hope to mature to productivity and be successful without being able to resolve conflicts effectively” (Cottringer, 1997).

Facilitating conflict resolution is a skill all team leaders should understand. Various processes exist to manage these events and all forms the facilitator and team members must agree on the means for resolution. “In order for a team to be successful, it is essential that members know the basics of conflict resolution, delegation, and consensus building” (Convey, 1994). When the team members are unclear on the process or unable to implement an agreed upon resolution process, additional conflicts can arise from the mediation. One of the first steps, when brining a team together, is defining the team charter. It is within this charter that the process for conflict resolution should be noted. Additionally team members should be educated in the basics of the mediation process. With this foundational knowledge the team can effectively work through conflicts as they arise.

Sources of conflict

The sources of conflict can be as varied as the individuals within the team. These sources can range from working style to personalities conflicts. Understanding the various sources of conflict enables the leader to work through the resolution process more effectively. For example, in a large organization nearby, a project team was experiencing a series of conflicts. Analysis of the sources indicated misunderstandings on what the problems were that the team was actually facing. A few individuals stated the team produced poor quality work while others stated the work was not being completed on time. As this team discussed the conflict a second source became evident. The organization and team had conflicting understanding of the goals the team was striving toward. Significant pressure was being placed on quantity while the core team was attempting to work on the quality of the solution. Even where the overall goals were agreed upon, there were additional conflicts regarding the on the strategies and tactics to achieve those goals. What we see on the surface of a conflict is only the tip of the iceberg (McDaniel & Carstarphen, Solving Conflicts – Building Trust!, 2004). Leaders and team members need to dig in and understand the true sources of the conflict in order to devise the appropriate solution. Approaching a conflict with partial information may result in a solution that address only part of the problem or maybe none at all.

The Conflict-Concerns-Goals-Actions (CCGA) Process

Various processes exist that enable the team to gain the required understanding of the conflict. Most successful processes follow a standard flow of conflict identification, understanding the various concerns, clarifying the goals, and identifying possible actions (McDaniel, Conflict to Cooperation, 2005). This flow is called the CCGA process, for Conflict, Concerns, Goals, Actions. “The value of the CCGA process is that it “short circuits” our tendency to simply jump from our personal understanding of the conflict directly into a solution before considering other worthy factors.” (McDaniel & Carstarphen, 2004).

The first stage of this process is agreeing on what the conflict is. This process accomplishes two key elements, first it calls out the fact that there is a conflict within the team and it clarifies what the conflict is. With the team members in agreement on the issue, the group can move on to the second phase, Concerns. In this second stage the facilitator work to uncover the issues and motivations that are driving the conflict from each party. This process requires the team have a level of trust to begin with. In the concerns phase the team members begin to use that trust when discussing their concerns. As the concerns are raised a variety of emotions can flood the discussion. The facilitator and team need to be able to trust each other enough and communicate effectively to work through this process. Once the individual’s concerns are understood, the group can move to clarifying the goals. In the third stage the team answers the question “what are we trying to accomplish”. Clarifying the objectives sets a flag for the team to use as a guide when determining a course of action. With the goals understood the team is now free to move on to discuss possible actions for resolving the conflict. While named CCGA, there is an additional “C” which truly enables the whole process. This process relies heavily on communication. The success of this process comes from the communication abilities of those involved. Being able to trust and communicate through the discussion without attacking or withdrawing is critical to successful resolution. These qualities need to be exhibited by both the facilitator, and team members.

Conclusion

“As a team leader, one must realize the paradox that surrounds conflict. The team needs to embrace conflict as a means of generating and evaluating ideas. While at the same time, it must shy away from it to prevent anger, frustration, or alienation. The biggest challenge for the team leader is figuring out how to balance these two forces” (Brockmann, 1996) Utilizing a standard process for conflict resolution provides the team with a basis for trust in discussing issues. Working through this process enables the team to understand all the elements creating the friction as well. The CCGA process also helps the team work through solutions that address not only the conflict itself but the underlying concerns the team members have. Working with the human side of teams can be difficult, but it can also be rewarding. Following an agreed upon process such as the CCGA enable teams to work through issues ranging from lunch plans to even the most emotionally charge conflicts, through a defined communication process.

References

Brockmann, E. (1996). Removing the paradox of conflict from group decisions. Academy of Management Executive , Vol 10 (Issue 2), p 61-62.

Convey, S. (1994). Performance measurement in cross-functional teams. CMA Magazine , Vol 68(Issue 8), p 13-15.

Cottringer, W. (1997). Conflict Management. Executive Excellence Magazine , Vol 14 (Issue 8), p 6.

McDaniel, G. (2005). Conflict to Cooperation. Austin: 1st World Library.

McDaniel, G., & Carstarphen, M. (2004, Apr). Solving Conflicts – Building Trust! Retrieved Jan 30, 2009, from Texasnonprofits: http://www.txnp.org/articles/articles.asp?ArticleID=1482

Townsley, C. A. (2008). Resolving Conflict in Work Teams. Retrieved January 30, 2009, from Team Building Directory: http://www.innovativeteambuilding.co.uk/pages/articles/conflicts.htm

Tools For Change: Leadership Involvement and Alignment

I’m reviewing two tools for change this week. The first tool is the Leadership Alignment Assessment and the second is the Leadership Involvement Plan. Both of these tools aim to solve a critical issue in most change initiatives, appropriate support by leadership. The leadership involvement plan is similar to the traditional ARCI, or RACI charts that describe responsibility, accountability, contributor and informed. The Leadership Involvement Plan simplifies this by listing only actions and deadlines. The idea is to define roles and responsibilities for the initiative, such as “Conduct regular conference calls with staff regarding project” This example might be applicable for a director where a manager may have an action of “Provide regular status reports to executives”

While this tools is rather straight forward and easy to use, it may be difficult to complete one of these plans for various superiors that my be involved with the project. Understanding roles and responsibilities is very useful for everyone in a project. If you can work through some of the hierarchical challenges this is a valuable tool to use.

The second tool, the Leadership Alignment Assessment, is designed to understand where each of the leaders stands on the facets of the change initiative. The objective is to first identify then work to bring the leaders into alignment on the initiative. In one-on-one interviews with each of the leaders, a series of questions are asked, such as “Who do you think is accountable for the change results” and “How do you define success for the project.

The Leadership Alignment Assessment is a simple technique to use and provides wealth of information. When I used this technique in my own experiences I’ve found many of the leaders agreed on the general principle of change but key elements such as success criteria were different. Through highlighting these differences with the leadership we were able to come to agreement on the initiative. This agreement helps mitigate conflicting priorities and limits personal agendas.

Both of these tools are useful and can be implemented by contributors at any level of the organization. The Leadership Alignment Assessment provides value even when working with a single leader, helping to clarify expectations. You’ll find me using these tools in various ways in the future.

For more information on these tools check out.

http://www.army.mil/ArmyBTKC/enablers/cm/toolkit_04.htm

http://lumanconsultants.com/alignment.pdf

http://www.change-management-toolbook.com/Default.aspx?tabid=1481

http://louisville.bizjournals.com/louisville/stories/2006/08/14/smallb2.html

http://www.highbeam.com/doc/1S1-1202200005238801.html

http://www.changeguidesllc.com/products/tools.asp

Give yourself a promotion, no one else will.

Are you happy with your current position in your company? No, what are you doing about it? I hear people complaining way too often that they are unhappy with their work and for whatever reason they put up with it. The overwhelming reason is that people are waiting for someone to pull them up through a corporation. They’re looking for a manager to create a development plan, waiting for an executive to offer them a promotion, waiting for a project manager to ask them to be on the next big project.

No one cares about you

The bottom line is none of this will happen. Sure there are the cases where people are really recognized for the value they provide but it rarely happens. Think about it, if you’re doing a great job in your current role, why would a manger want to pull you out of that roll and put you in something else, she needs a competent person in that roll.

Provide a successor

Sure you may think you have job security being the linchpin in a critical system, but if you’re the only one who can do it there is no way your managers will push to get you on something else. As for a development plan, most development plans are geared toward what the enterprise wants not what you want. If you’re a java developer and you want to be well rounded, ask your manager if you can take a class on C#. Best of luck with that.

Create your own development plan

We’re not talking about a development plan for HR, make one for yourself. Don’t just sit there looking at it, act on it. Truth is if you haven’t learned anything new in the past three months you’re not going anywhere.

Learn something new each quarter

The whole objective is that you need to work for what you want and where you want to be. Point in case, you want your managers job. How willing do you think your boss would be to stepping out of your way. Exactly, your manager has no interest in grooming you for his position. If you see no room for movement within your team look elsewhere.

Find your own path

Better yet move someone out of the position you want. No I’m not talking about hiring a hit man. Pick a position you want and get close to that person. Understand what *they* want from their career and help them get there. Challenge them to be better ask them questions, compliment them in front of key people, help them get where they way to go. If you’ve played your cards right you’ve show you have the skills and have been visible enough to slide right in to the empty chair.

Help your obstacles move

You might find yourself in a place where everyone is very content and no one wants to move anywhere. First be careful you don’t catch what they have. Truth is there is nothing wrong with aspiring to be better than you are. It’s not a sign of weakness, rather is a sign of strength. Sure your developer buddies may laugh that you sound like you want to be a manager, but in five years they’ll still be there doing the same thing, you’ll be bringing in more cash, doing cool new things.

Embrace your dreams, they’re not nightmares

Finally it’s called the corporate ladder for a reason. You need to take the time and effort to climb it. You need to work at it, find resources, look for opportunities, be proactive. If managers and leaders really were to pull you up through the ranks it would be called the corporate elevator. You need to make it happen.

Give yourself that promotion