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:
- Saying No
- When we have to say "no" to customers or to people in power, we're often tempted to placate
with a "yes." There's a better way: learn how to say "no" in a way that moves the
group toward joint problem solving.
- Covert Bullying
- The workplace bully is a tragically familiar figure to many. Bullying is costly to organizations, and
painful to everyone within them — especially targets. But the situation is worse than many realize,
because much bullying is covert. Here are some of the methods of covert bullies.
- What Is Workplace Bullying?
- We're gradually becoming aware that workplace bullying is a significant deviant pattern in workplace
relationships. To deal effectively with it, we must know how to recognize it. Here's a start.
- Workplace Bullying and Workplace Conflict: II
- Of the tools we use to address toxic conflict, many are ineffective for ending bullying. Here's a review
of some of the tools that don't work well and why.
- Toxic Conflict in Virtual Teams: Dissociative Anonymity
- Toxic conflict in teams disrupts relationships and interferes with (or prevents) accomplishment of the
team's goals. It's difficult enough to manage toxic conflict in co-located teams, but in virtual teams,
dissociative anonymity causes toxic conflict to be both more easily triggered and more difficult to resolve.
Forthcoming issues of Point Lookout
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- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
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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.