Constructive conflict is creative. Groups engaged in constructive conflict can produce results that are often superior to what they could have achieved without conflict. But when conflict turns toxic, both results and relationships can suffer. Resolving toxic conflict can limit the damage it does, but some damage often remains. That's one reason why preventing toxic conflict is a strategy superior to effectively resolving that same conflict.
Here are some guidelines for preventing toxic conflicts from forming.
- Understand the Fundamental Attribution Error
- The Fundamental Attribution Error (FAE) is the human tendency to explain the behavior of others by attributing too much to character (and especially character flaws), and not enough to circumstances (and especially extenuating circumstances).
- Because of the FAE, we sometimes experience remarks as intentional attacks, when they are actually evidence that the person making the remark is misinformed. The FAE leads us to anger and frustration when we experience unpleasant consequences of others' behavior. Similarly, when the actions of others cause us difficulty, awareness of the Fundamental Attribution Error makes us less likely to experience irritation.
- Understand the online disinhibition effect
- The online disinhibition effect explains why toxic conflict erupts so easily in virtual environments. Briefly, because the virtual environment lacks ways of connecting individuals with the consequences of antisocial behavior, the virtual environment suppresses inhibitions that limit such behavior in the face-to-face context. See "Toxic Conflict in Virtual Teams: Dissociative Anonymity," Point Lookout for April 3, 2013, for more.
- Educate people about this phenomenon. When we know what can happen, when we have a shared understanding of the phenomenon, and when we have a name for it, we can deal with it better when it occurs. More important, we're less likely to fall into the difficulty.
- Choose communications media carefully
- In communications, In communications, the greater
the need for delicacy,
the more necessary are
immediacy and privacythe greater the need for delicacy, the more necessary are immediacy and privacy. Communications media vary widely in their degree of immediacy and in the privacy they afford.
- For example, email is dangerous. Many toxic conflicts arise from the simple act of using email to sort out honest but passionate disagreements. This problem is so widespread that it has a name: "flame war." Telephone is somewhat better than email, but still dangerous. Choose communications media carefully.
- Be intentional about building trust
- Trust doesn't just happen. It must be built intentionally, and carefully maintained. Workgroups that try to collaborate, while investing too little in building and maintaining trust, are especially vulnerable to toxic conflict.
- Become a student of trust-building strategies. Because the effectiveness of such strategies is strongly culture-dependent, recognize that the answers for your organization might require some original thought. But to get you started, take a look at "Express Your Appreciation and Trust," Point Lookout for January 16, 2002, and "Creating Trust," Point Lookout for January 21, 2009. And remember, abandoning trust-eroding strategies can itself be a trust-building strategy. For example, reducing the incidence of split assignments can reduce trust erosion. See "How to Spot a Troubled Project Before the Trouble Starts" for more.
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!
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Conflict Management:
- Deniable Intimidation
- Some people achieve or maintain power by intimidating others in deniable ways. Too often, when intimidators
succeed, their success rests in part on our unwillingness to resist, or on our lack of skill. By understanding
their tactics, and by preparing responses, we can deter intimidators.
- OODA at Work
- OODA is a model of decision-making that's especially useful in rapidly evolving environments, such as
combat, marketing, politics, and emergency management. Here's a brief overview.
- 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.
- Preventing the Hurt of Hurtful Dismissiveness
- When we use the hurtfully dismissive remarks of others to make ourselves feel bad, there are techniques
for recovering relatively quickly. But we can also learn to respond to these remarks altogether differently.
When we do that, recovery is unnecessary.
- Clearing Conflict Fog
- At times, groups can become so embroiled in destructive conflict that conventional conflict resolution
becomes ineffective. How does this happen? What can we do about it?
Forthcoming issues of Point Lookout
- Coming January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
- And on February 5: Unrecognized Bullying: I
- Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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 words in your inbox in one hour. License any article from this Web site. More info
- 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.