Constructive conflict is creative. Groups engaged in constructive conflict can produce results that are often superior to what they could have achieved without conflict. But when conflict turns toxic, both results and relationships can suffer. Resolving toxic conflict can limit the damage it does, but some damage often remains. That's one reason why preventing toxic conflict is a strategy superior to effectively resolving that same conflict.
Here are some guidelines for preventing toxic conflicts from forming.
- Understand the Fundamental Attribution Error
- The Fundamental Attribution Error (FAE) is the human tendency to explain the behavior of others by attributing too much to character (and especially character flaws), and not enough to circumstances (and especially extenuating circumstances).
- Because of the FAE, we sometimes experience remarks as intentional attacks, when they are actually evidence that the person making the remark is misinformed. The FAE leads us to anger and frustration when we experience unpleasant consequences of others' behavior. Similarly, when the actions of others cause us difficulty, awareness of the Fundamental Attribution Error makes us less likely to experience irritation.
- Understand the online disinhibition effect
- The online disinhibition effect explains why toxic conflict erupts so easily in virtual environments. Briefly, because the virtual environment lacks ways of connecting individuals with the consequences of antisocial behavior, the virtual environment suppresses inhibitions that limit such behavior in the face-to-face context. See "Toxic Conflict in Virtual Teams: Dissociative Anonymity," Point Lookout for April 3, 2013, for more.
- Educate people about this phenomenon. When we know what can happen, when we have a shared understanding of the phenomenon, and when we have a name for it, we can deal with it better when it occurs. More important, we're less likely to fall into the difficulty.
- Choose communications media carefully
- In communications, In communications, the greater
the need for delicacy,
the more necessary are
immediacy and privacythe greater the need for delicacy, the more necessary are immediacy and privacy. Communications media vary widely in their degree of immediacy and in the privacy they afford.
- For example, email is dangerous. Many toxic conflicts arise from the simple act of using email to sort out honest but passionate disagreements. This problem is so widespread that it has a name: "flame war." Telephone is somewhat better than email, but still dangerous. Choose communications media carefully.
- Be intentional about building trust
- Trust doesn't just happen. It must be built intentionally, and carefully maintained. Workgroups that try to collaborate, while investing too little in building and maintaining trust, are especially vulnerable to toxic conflict.
- Become a student of trust-building strategies. Because the effectiveness of such strategies is strongly culture-dependent, recognize that the answers for your organization might require some original thought. But to get you started, take a look at "Express Your Appreciation and Trust," Point Lookout for January 16, 2002, and "Creating Trust," Point Lookout for January 21, 2009. And remember, abandoning trust-eroding strategies can itself be a trust-building strategy. For example, reducing the incidence of split assignments can reduce trust erosion. See "How to Spot a Troubled Project Before the Trouble Starts" for more.
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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More articles on Conflict Management:
- Conflict Haiku
- When tempers flare, or tension fills the air, many of us contribute to the stew, often without realizing
that we do. Here are some haiku that describe some of the many stances we choose that can lead groups
into tangles, or let those tangles persist once they form.
- When You're the Target of a Bully
- Workplace bullies are probably the organization's most expensive employees. They reduce the effectiveness
not only of their targets, but also of bystanders and of the organization as a whole. What can you do
if you become a target?
- Deniable Intimidation
- Some people achieve or maintain power by intimidating others in deniable ways. Too often, when intimidators
succeed, their success rests in part on our unwillingness to resist, or on our lack of skill. By understanding
their tactics, and by preparing responses, we can deter intimidators.
- In the Groove
- Under stress, we sometimes make choices that we later regret. And we wonder, "Will I ever learn?"
Fortunately, the problem usually isn't a failure to learn. Changing just takes practice.
- On Snitching at Work: II
- Reporting violations of laws, policies, regulations, or ethics to authorities at work can expose you
to the risk of retribution. That's why the reporting decision must consider the need for safety.
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenpCAwpvgbHugvmQafner@ChactKAveLKssOQZkYHsoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.