Toxic Conflict in Virtual Teams: Dissociative Anonymity

In a fascinating paper about online behavior, psychologist John Suler identifies six factors contributing to what he calls the online disinhibition effect. Briefly, the environment of the Internet and other interactive media contributes to relaxation of inhibitions that suppress antisocial behavior. Team leads and those who charter teams can use Suler's work to guide them in taking steps that limit antisocial behavior in virtual teams.

Conflict is essential to team success. We use conflict to transform the first batch of crazy ideas for solving a problem into the second batch of crazy ideas, which are usually a little less crazy than the first. This process continues until we finally identify promising approaches, including a few that actually work. Without such creative conflict sometimes called task conflict progress is impossible at worst, or slow and expensive at best.

Toxic conflict is another matter. In toxic conflict, exchanges focus on personal attacks. One party might attack the other directly, or he or she might persuade others to shun or attack the target. Left to mature, toxic conflict destroys so many relationships that the team cannot function.

Co-located teams are usually formed from the resident population, some of whom might have participated in prior toxic conflicts. These past conflicts are thus sometimes imported into new teams. In virtual teams, by contrast, conflict importation is more rare because the team's members are drawn from a more diverse population.

Conflicts in virtual teams tend to be of the creative type early in the life of a virtual team. But over time, creative conflict evolves into toxic conflict more easily in virtual teams, in part, because of the online disinhibition effect (ODE).

One factor To recover the constraints that
protect us from each other so
well in face-to-face interactions,
we must make our virtual
environments more like
our face-to-face environmentcontributing to the ODE is what psychologists call dissociative anonymity. In the virtual environment, in contrast to real life, the connection between our personhood and our social actions is weaker than it is in real life. This weakened connection — dissociation — creates a sense of psychological freedom that enables us to say or do (or not say or not do) things that we wouldn't (or would) otherwise.

Team leads and those who charter virtual teams can address this problem by strengthening the connection between team members' personhoods and their actions (or inactions). For example, having teams meet in person at regular intervals helps establish personal relationships that inhibit antisocial behavior. Cross-posting individuals from one site to another temporarily has a similar effect. Using videoconferencing instead of teleconferencing, or teleconferencing instead of email, also helps.

Anything that fosters creation and maintenance of fully human relationships helps to reduce the effects of dissociative anonymity. It won't completely address the problem of toxic conflict in virtual teams, but it's an essential first step. In coming weeks, we'll explore additional measures that can be just as helpful.   Next issue 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 on Suler's work, visit his Web site. For a lighter look at email in particular, see Daniel Goleman's article, "Flame First, Think Later: New Clues to E-Mail Misbehavior," from The New York Times, February 20, 2007.

Your comments are welcome

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 Conflict Management:

Divisive Debates and Virulent Victories

When groups decide divisive issues, harmful effects can linger for weeks, months, or forever. Although those who prevail might be ready to "move on," others might feel so alienated that they experience even daily routine as fresh insult and disparagement. How a group handles divisive issues can determine its success.

A Critique of Criticism: II

To make things better, we criticize, but we often miss the mark. We inflict pain without meaning to, and some of that pain comes back to us. How can we get better outcomes, while reducing the risks of inflicting pain?

Confronting the Workplace Bully: II

When bullied, one option is to fight back, but many don't, because they fear the consequences. Confrontation is a better choice than many believe — if you know what you're doing.

New Ideas: Generation

When groups work together to solve problems, they employ three processes repeatedly: they generate ideas, they judge those ideas, and they experiment with those ideas. We first examine idea generation.

Tuckman's Model and Joint Leadership Teams

Tuckman's model of the stages of group development, applied to Joint Leadership Teams, reveals characteristics of these teams that signal performance levels less than we hope for. Knowing what to avoid when we designate these teams is therefore useful.

See also Conflict Management and Conflict Management for more related articles.

Forthcoming issues of Point Lookout

Coming December 11: White Water Rafting as a Metaphor for Group Development

Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.

And on December 18: Subgrouping and Conway's Law

When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.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