Perhaps you've witnessed destructive collisions between teammates. Destructive collisions can arise from innocent misunderstandings, long-term campaigns to advance careers, spontaneous attacks, or acts of revenge. They can be mildly awkward or intensely damaging. Rarely do they advance the team's work. At best, they slow progress; at worst, they move the team so far from its objectives that success requires redefining the objectives.
Historical debates are one kind of collision in which the issue is who said what, who agreed to what, who decided what, or the like. Historical debates can take place in any medium: face-to-face, email, text, stone tablets, whatever. The exchanges being debated might or might not have been witnessed; there might or might not be a record of the incident or of the exchange. None of that matters.
What does matter is that the past is always debatable. Usually, the debaters' recollections differ; the witnesses' (if any) recollections (if any) differ; and interpretations of any records that might exist likewise differ. The past is always debatable.
Historical debates are difficult to settle. Sadly, many bystanders feel that they aren't involved; the debate concerns only the debaters. These bystanders just, well, stand by, while time, the most precious asset of any team effort, passes.
Other bystanders recognize the damage being done, but feel helpless to resolve the debate. Indeed, they are helpless, or nearly so. These bystanders tend to wait, hoping for a debate fizzle. At best, in meetings, a bystander might intervene to suspend the debate, suggesting, for example, "Can't you take this off line?" The debate might halt for a time, only to arise again later.
Two strategic moves can help teams experiencing repeated historical debates. First, end the debate, permanently, and return to real work. Second, prevent historical debates from arising in the future. Here are two suggestions for accomplishing this.
- Identify the pattern
- When no When no debate is actually
underway, educate the team
about the historical debate
pattern. Explore its
futility and irrelevance.debate is actually underway, educate the team about the historical debate pattern. Explore its futility and irrelevance. Identifying the pattern, and naming it, gives the team a verbal and conceptual vocabulary essential for calling out historical debates when they arise. The existence of that vocabulary can deter people from initiating historical debates.
- Learn how bystanders can intervene
- To end historical debates when they occur, neutral intervention is required. Taking sides usually just intensifies the debate. Instead, bystanders can offer, "Would either of you like to hear how I saw the situation?" Most often, the bystander's view will differ from the views of the debaters. Such offers won't resolve the debates, but they can demonstrate clearly how useless the debates actually are, and that can lead to voluntary suspensions of the exchanges.
When you broach this topic with your team, refrain from using a past debate as an example. That might ignite a historical debate about whether a past debate was a historical debate. 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:
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long enough, we sometimes make fundamental errors of logic, especially when we're under time pressure.
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See also Conflict Management, Effective Meetings and Cognitive Biases at Work for more related articles.
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- And on June 21: Asking Burning Questions
- When we suddenly realize that an important question needs answering, directly asking that question in a meeting might not be an effective way to focus the attention of the group. There are risks. Fortunately, there are also ways to manage those risks. Available here and by RSS on June 21.
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