Teamwork Myths: Conflict

The first in this series about teamwork myths explored erroneous beliefs about forming teams. In this second installment, we examine three myths about team conflict.

Team cohesion is determined by personal chemistry

Some believe that all members of high performance teams like each other. They attribute interpersonal trouble on teams to so-called "personality clashes." They believe that team troubles are always due to misbehavior by individual team members. This conveniently exonerates everyone and everything else, including policy, customers, layoffs, pressure, culture, and management.

This erroneous belief is often used to justify individual-oriented corrective actions that include reassignment, discipline, and termination, but when the causes of poor team cohesion aren't personal, these actions are ineffective. Moreover, in misguided efforts to form high performance teams, we sometimes staff teams according to personal chemistry rather than knowledge, skill, or capability.

When team members believe that chemistry drives cohesion, toxic conflicts erupt unnecessarily, because members believe that honest differences are driven not by professional judgments but by personal agendas. Adherence to the myth validates the myth.

Conflict undermines performance

Many believe that conflict is always bad and destructive, that disagreements always threaten team goals, and that those who disagree aren't team players. To disagree is to be disagreeable. This is a particularly destructive myth.

Many don't know how to disagree agreeably, or how to engage in substantive debate while avoiding personal attacks. Many experience disagreement as personal attack. For all these people, disagreement often leads to toxic conflict. This might explain some of the popularity of this myth.

If disagreement Some attribute interpersonal
trouble on teams to
so-called "personality
clashes," which conveniently
exonerates everyone and
everything but the clashersis disallowed, how can we ever perfect group decisions? All positions would remain unquestioned until their advocates moved on. Indeed, this is what happens in dictatorships — and in groups that don't tolerate disagreement.

Conflict usually entails disagreement, but conflict can be either destructive or constructive. Constructive conflict is essential to high performance.

Team trouble is always due to bad apples

The bad-apple myth holds that team trouble is always due to a few "bad apples," and after we find the bad apples, and eliminate them or modify their behavior, the trouble ends. Rarely does this actually work. At best, everyone else learns that quiet compliance and currying favor is the safest course. High performance remains elusive.

Usually, the people we identify as bad apples are just the visible manifestation of systemic problems. If that's the case, eliminating the bad apples just drives the symptoms underground. To achieve high performance we must actually address problems, and that requires people who are willing to speak up. If we teach the team that speaking up is dangerous, we close off the only path to achieving high performance. You can't fix what you can't talk about.

Some readers no doubt subscribe to one or more of what I am here calling myths. I guess, for now, we'll have to agree to disagree. First in this series   Next in this series  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!

For more teamwork myths, see "Teamwork Myths: Formation," Point Lookout for May 27, 2009, and "Teamwork Myths: I vs. We," Point Lookout for July 1, 2009.

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Related articles

More articles on Conflict Management:

Changing the Subject: I

Whether in small group discussions, large meetings, or chats between friends, changing the subject of the conversation can be constructive, mischievous, frustrating, creative, tension relieving, necessary, devious, or outright malicious. What techniques do we use to change the subject, and how can we cope with them?

Virtual Conflict

Conflict, both constructive and destructive, is part of teamwork. As virtual teams become more common, we're seeing more virtual conflict — conflict that crosses site boundaries. Dealing with destructive conflict is difficult enough face-to-face, but in virtual teams, it's especially tricky.

Stonewalling: I

Stonewalling is a tactic of obstruction used by those who wish to stall the forward progress of some effort. Whether the effort is a rival project, an investigation, or just the work of a colleague, the stonewaller hopes to gain advantage. What can you do about stonewalling?

Creating Trust

What can you do when you discover that the environment at work is permeated with distrust? Your position in the organization does affect your choices, but here are some suggestions that might be helpful to anyone.

Pumpers

In workplace politics, some people always seem to be seeking information about others, but they give very little in return. They're pumpers. What can you do to deal with pumpers?

See also Conflict Management and Problem Solving and Creativity for more related articles.

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