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   May 8, 2002 Volume 2, Issue 19
 
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If You Weren't So Wrong So Often, I'd Agree with You

by Rick Brenner

Diversity of perspectives is one of the great strengths of teams. Ideas contend and through contending they improve each other. In this process, criticism of ideas sometimes gets personal. How can we critique ideas safely, without hurting each other, while keeping focused on the work?

Walking out of the building after another hard day, Ellen felt ill in her heart. These meetings were so painful — it seemed that everyone just wanted to shoot at each other. The team did produce good work, but the pain of getting there was sometimes too much.

Today it was Will shooting at Betty. Her booth design was flawed, and Will did offer some real improvements, but only after he said, "This layout makes me want to walk right by." Betty sat stone-faced, and Will was clueless. It wasn't a guy thing — Ellen had seen it too many times in too many different gender combinations. Maybe it was this team, or this company. Anyway, she resolved that this would be her last trade show planning effort. Ever.

Pain in her heartWhy do we hurt each other when we work together? And when we do try to address hurt feelings, why do we hear "I didn't mean to offend you" so often?

Most of us grew up with command-and-control models of work. We learned that task is far more important than relationship. But in the team environment, both task and relationship count. Accomplishing the task at the expense of the relationships is a failure.

Since a task orientation prevents us from noticing harm to relationships, we tend to reward people who contribute to task achievements, and we tend to ignore those who contribute to relationship achievements.

Here are some tips for making your team a success in both task and relationship. Both task and relationship
count. Accomplishing the
task at the expense of
the relationships
is a failure.

Focus on ideas, not people
Focus your comments on the idea, rather than its proposer. Combine the idea with another idea to get the benefits of both.
Assume the best of people
Few of us hurt others intentionally, except perhaps in anger. Most of the time, when we think that an insult is intentional, it isn't.
When you hurt, feel — then deal
When you hurt, let yourself feel it. If you have the strength, and the time is right, let people know what's happening for you. Unless they know that you're in pain, they probably won't change what they're doing.
Recognize contributions as contributions
We're usually fooling ourselves when we attribute a specific contribution to a single person, because most contributions have many authors. We can't always know for sure who contributed what.
Recognize relationship building and preservation
To succeed in both task and relationship a team must work at building and preserving relationships. Recognize contributions that keep personal relationships healthy.

When you introduce these ideas to others, some might feel criticized, and some might feel hurt. Perhaps, reading this, you yourself feel some regrets. Be easy on them and be easy on yourself. Focus not on the past, but on making "right now" as good as you can make it. Go to top  Top  Next issue: I Think, Therefore I Laugh  Next Issue
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101 Tips for Managing Conflict Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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See also Emotions at Work for more related articles.

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Person-to-Person Communication for Project Managers
When we talk, listen, send or read emails, read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person. And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling hurt, and being confused. There are so many ways for things to go wrong that we could never learn how to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes their occurrence. In this very interactive program you'll learn a model of inter-personal communications that can help you stay out of the ditch. In those moments of intense involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive. Read more about this program. Here are some upcoming dates for this program:

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There's a lot more to running an effective meeting than having the right room, the right equipment, and the right people. With meetings, the whole really is more than the sum of its parts. How the parts interact with each other and with external elements is as important as the parts themselves. And those interactions are the essence of politics for meetings. This program explores techniques for leading meetings that are based on understanding political interactions, and using that knowledge effectively to meet organizational goals. Read more about this program. Here's an upcoming date for this program:


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Richard Brenner
Chaco Canyon Consulting
700 Huron Avenue, Suite 11J
Cambridge MA, 02138

Phone: (617) 491-6289
Toll-free: (866) 378-5470 in the continental US
Fax: (617) 395-2628
Email: rbrenner@ChacoCanyon.com
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