Charlene now regretted bringing in a facilitator. The whole meeting was running off the road, and the people at Diamond Square, conferenced in by telephone, were obviously feeling more alienated than ever.
Joanne, the facilitator, also sensed the problem. "I have a proposal," she said. "Let's end this meeting now, and resume on Thursday. Since I was here today, on Thursday I'll join the people at Diamond Square, and we'll pick up from there."
Charlene's team is struggling with the effects of latent communications — messages we send and receive outside our awareness. Joanne's suggestion might help. By facilitating from Diamond Square, she helps the people there to feel more included, and she can get to know them better, too. Her presence there will help to create status parity between the two parts of the team.
When a team is geographically split, latent messages abound, and because these messages so often relate to status, they affect everyone's self-esteem. Here are some examples of latent messages, with ideas for dealing with them.
- Choice of site
- Holding meetings When a team is geographically
split, latent messages
abound. They affect
everyone's self-esteem.at the home base of the largest sub-team might save travel dollars, but it can be the highest-cost option. The latent message is that the host group is at the top of the hierarchy, which undermines a spirit of collaboration. Instead, give every site a chance to host. Choose meeting sites that elevate groups of low status, or choose neutral sites that make everyone travel.
- Choice of terminology
- The names of sites can convey latent (or obvious) status messages. For instance, "HQ," "home office," "remote site" and "field office" are especially toxic, because they convey status messages. Instead, describe sites in geographical terms — by building name, street, city, state, or country.
- Choice of traveler
- When only a few people are involved, as in a small cross-site collaboration, we have a tendency to ask the people from the smaller or lower-status sites to do the traveling. This choice re-enforces the status disparity. Instead, make a regular practice of exchanging team members across sites for visits of at least three days at a time. Track travel, and use it as a leveler of perceived status.
- Choice of site for the meeting leader or facilitator
- For telephone or videoconferences, the site that has the meeting chair or facilitator has higher status. Rotate the site choice. This might mean inconvenience or increased travel for the leader, but that's the price of peace.
Although some of these suggestions might appear to be costly, cost comparisons are tricky. Your accounting system probably tracks travel pretty well, but it probably doesn't track the cost of team conflict, feuds, or the passive resistance and schedule delays that they generate. When you compare alternatives, be careful to estimate all costs. Top Next Issue
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:
- Political Framing: Strategies
- In organizational politics, one class of toxic tactics is framing — accusing a group or individual
by offering interpretations of their actions to knowingly and falsely make them seem responsible for
reprehensible or negligent acts. Here are some strategies framers use.
- False Consensus
- Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus
about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace,
but that trouble is often avoidable.
- Workplace Bullying and Workplace Conflict: I
- Bullying is unlike other forms of toxic conflict. That's why the tools we use to address toxic conflict
simply do not work for bullying. In this Part I, we contrast bullying and ordinary toxic conflict.
- Overtalking: II
- Overtalking is a tactic for dominating a conversation by talking to stop others from talking. When it
happens, what can we do about it?
- Patterns of Conflict Escalation: II
- When simple workplace disagreements evolve into workplace warfare, they often do so following recognizable
patterns. If we can recognize the patterns early, we can intervene to prevent serious damage to relationships.
Here's Part II of a catalog of some of those patterns.
Forthcoming issues of Point Lookout
- Coming June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
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- The Race to the South Pole: The Power of Agile Development
- 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. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
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- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
- 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.