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
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.
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:
- Social Safety Margins
- As our personal workloads increase, we endure more stress and more time pressure. Inevitably, we have
less time for the social niceties that protect us from accidentally hurting each other's feelings. When
are we most at risk of incidental harm, and what can we do about it?
- Stonewalling: II
- Stonewalling is a tactic of obstruction. Some less sophisticated tactics rely on misrepresentation to
gum up the works. Those that employ bureaucratic methods are more devious. 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.
- 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?
- Dealing with Deniable Intimidation
- Some people use intimidation so stealthily that only their targets recognize the behavior as abusive
or intimidating. Targets are often so frustrated, angered, and confused that they cannot find suitable
Forthcoming issues of Point Lookout
- Coming November 20: Paid-Time-Off Risks
- Associated with the trend to a single pool of paid time off from separate categories for vacation, sick time, and personal days are what might be called paid-time-off risks. If your team must meet customer expectations or a schedule of deliverables, managing paid-time-off risks can be important. Available here and by RSS on November 20.
- And on November 27: Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
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- The Race to the South Pole: Ten Lessons for Project Managers
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 a date for this program:
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November
Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute.
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November 21, Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute. 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.