Perhaps you've witnessed destructive collisions between teammates. Destructive collisions can arise from innocent misunderstandings, long-term campaigns to advance careers, spontaneous attacks, or acts of revenge. They can be mildly awkward or intensely damaging. Rarely do they advance the team's work. At best, they slow progress; at worst, they move the team so far from its objectives that success requires redefining the objectives.
Historical debates are one kind of collision in which the issue is who said what, who agreed to what, who decided what, or the like. Historical debates can take place in any medium: face-to-face, email, text, stone tablets, whatever. The exchanges being debated might or might not have been witnessed; there might or might not be a record of the incident or of the exchange. None of that matters.
What does matter is that the past is always debatable. Usually, the debaters' recollections differ; the witnesses' (if any) recollections (if any) differ; and interpretations of any records that might exist likewise differ. The past is always debatable.
Historical debates are difficult to settle. Sadly, many bystanders feel that they aren't involved; the debate concerns only the debaters. These bystanders just, well, stand by, while time, the most precious asset of any team effort, passes.
Other bystanders recognize the damage being done, but feel helpless to resolve the debate. Indeed, they are helpless, or nearly so. These bystanders tend to wait, hoping for a debate fizzle. At best, in meetings, a bystander might intervene to suspend the debate, suggesting, for example, "Can't you take this off line?" The debate might halt for a time, only to arise again later.
Two strategic moves can help teams experiencing repeated historical debates. First, end the debate, permanently, and return to real work. Second, prevent historical debates from arising in the future. Here are two suggestions for accomplishing this.
- Identify the pattern
- When no When no debate is actually
underway, educate the team
about the historical debate
pattern. Explore its
futility and irrelevance.debate is actually underway, educate the team about the historical debate pattern. Explore its futility and irrelevance. Identifying the pattern, and naming it, gives the team a verbal and conceptual vocabulary essential for calling out historical debates when they arise. The existence of that vocabulary can deter people from initiating historical debates.
- Learn how bystanders can intervene
- To end historical debates when they occur, neutral intervention is required. Taking sides usually just intensifies the debate. Instead, bystanders can offer, "Would either of you like to hear how I saw the situation?" Most often, the bystander's view will differ from the views of the debaters. Such offers won't resolve the debates, but they can demonstrate clearly how useless the debates actually are, and that can lead to voluntary suspensions of the exchanges.
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:
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- When we have to terminate someone who works at a remote site, sometimes there's a temptation to avoid
travel — to use email, phone, fax, or something else. They're all bad ideas. Terminating people
in person is not only a gesture of respect. It's good business.
- Social Safety Margins
- As our personal workloads increase, we endure more stress and more time pressure. Inevitably, we have
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- When targets of bullies decide to stand up to their bullies, to end the harassment, they frequently
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- How Workplace Bullies Use OODA: I
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- Workplace discussions sometimes take the form of informal debate, in which parties who initially have
different perspectives try to arrive at a shared perspective. Meta-debate is one way things can go wrong.
Forthcoming issues of Point Lookout
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- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
- 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.
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- 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.