Carole noticed that Cliff was checking his watch again. "Got somewhere to go?" she asked. "We all do, you know, but unless we can get these people to stop bickering and start engineering, nothing else matters."
"I know, sorry," Cliff said. "But I'm out of ideas. They all believe they aren't the problem."
Carol, Cliff, and Daryl sat silently for a minute, though it seemed longer. Then Daryl had an idea. "What about conflict training? I hear from HR that they have someone and people say he's pretty good."
Cliff really had given up. "I can hear them now: 'Oh, training. Another day lost.'"
But Carole was more optimistic. "Let's do it. We've tried everything else. Maybe it'll help."
In desperation, and with good intentions, Carole, Cliff, and Daryl are about to deal with a team conflict problem with conflict training.
Training rarely hurts, but considering all the costs, it can be a mistake. To understand why, imagine waking up one morning with a pain in your left side. You call your doctor and manage somehow to get an appointment that morning. You walk into the office and say, "Doctor, my left side hurts. Please remove my appendix."
Self-diagnosis is risky
when your health is at stake,
and it's no less risky in
the organizational contextOf course, you'd never do that. Instead, you'd probably talk about your pain, and submit to an examination. Maybe it's appendicitis, but maybe not — it's unlikely, since normally, the appendix is on the right side.
Self-diagnosis is risky when your health is at stake, and it's no less risky in the organizational context. Instead of deciding for yourself what to do, have a consultant investigate what kind of problem there might be, then tell you what your options are, and recommend action.
Here are some advantages of professional assessment:
- Fit
- If there's too much tension in the air, training might not be a fit. Some people might be too hurt or too steamed to learn much. You might need another kind of intervention first.
- Cost
- When you include the cost of participant time, training can be more expensive than more direct and focused interventions. A professional assessment can control costs.
- Opportunity cost
- The people attending the training could be doing something else, and that work might be delayed by the time spent in training. The cost of those delays can be significant.
- Expertise
- Experts are more likely to uncover the real issue. You gain the benefit of their skill and experience with other organizations.
- Outsider status
- During the assessment, some people in your organization are more likely to reveal key information to the outside expert than they would be to you or to someone within your organization.
- Objectivity
- It's difficult to be objective about interpersonal issues. Since we have a tendency to overlook our own contributions to problems, self-assessment can be less objective than a professional assessment.
An assessment can be helpful even when you think everything is OK. Think of it the way you would your annual physical. Would you skip a physical because you feel fine? Top Next Issue
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Situs inversus is a condition in which internal organs are organized as a mirror image of the norm. It affects one in 7-8,000 humans. There are also other conditions that can cause the appendix to be on the left side. More.
Your comments are welcome
Would you like to see your comments posted here? rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.comSend me your comments by email, or by Web form.About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
Related articles
More articles on Personal, Team, and Organizational Effectiveness:
- Remote Facilitation in Synchronous Contexts: III
- Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or
video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part
III of a little catalog of suggestions for remote facilitators.
- Management Debt: II
- As with technical debt, we incur management debt when we make choices that carry with them recurring
costs. How can we quantify management debt?
- Business Fads and Their Value
- Fads in business come and go, like fads anywhere. In business, though, their effects can be so expensive
that they threaten the enterprise. Still, the ideas and methods that become fads can have intrinsic
value. Where does that value come from? Where does it go?
- Paradoxical Policies: II
- Because projects are inherently unique, constructing general organizational policies affecting projects
is difficult. The urge to treat projects as if they were operations compounds the difficulty. Here's
a collection of policies for projects that would be funny if they weren't real.
- Defect Streams and Their Sources
- Regarding defects as elements of a stream provides a perspective that aids in identifying causes other
than negligence. Examples of root causes are unfunded mandates, misallocation of the cost of procedure
competence, and frequent changes in procedures.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming April 24: Antipatterns for Time-Constrained Communication: 1
- Knowing how to recognize just a few patterns that can lead to miscommunication can be helpful in reducing the incidence of problems. Here is Part 1 of a collection of communication antipatterns that arise in technical communication under time pressure. Available here and by RSS on April 24.
- And on May 1: Antipatterns for Time-Constrained Communication: 2
- Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of problems. Here is Part 2 of a collection of antipatterns that arise in technical communication under time pressure, emphasizing those that depend on content. Available here and by RSS on May 1.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Follow Rick
Recommend this issue to a friend
Send an email message to a friend
rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed