
The U.S. Capitol Building, seat of both houses of the legislature. Party politics in the past decade or so, and particularly during the administration of Barack Obama, have become quite toxic. Evidence includes government shutdowns, government service interruptions, and a debt default. Each party blames the other, but one must wonder whether root causes might lie elsewhere. The structure of the government itself hasn't changed much recently, but there have been changes both in the rules regarding funding of political campaigns, and in rules regarding the definitions of legislative districts. Because researching the root causes of toxic conflict in politics is itself subject to political influence, we might have to wait for historians to find answers. Photo courtesy U.S. National Park Service.
For teams or groups, achieving high performance often requires skill in resolving destructive conflict. Unlike fine wine, destructive conflict does not improve with age. Left alone, it can consume resources essential to organizational success. But even when we resolve a destructive conflict, it's an expensive distraction. Prevention is better than resolution.
To prevent destructive conflict, we must know its causes. Here's Part II of a little catalog of practices and situations that tend to generate destructive conflict.
- Sudden change
- Change is almost always difficult. Suddenness makes Change even more difficult, but it does more. It creates general insecurity, by creating doubt that we understand the world around us.
- When Change is elective, release as much information about it as you can as early as you can. Prepare the people of the organization.
- Zero-sum recognition practices
- Recognition programs that have a zero-sum structure can inhibit cooperative behavior and create intense rivalries. In a group of N people, creating one winner creates N-1 losers, and that undermines teamwork. For example, an organization that designates only one "Engineer of the Year" might experience erosion in the overall sense of teamwork and group loyalty.
- Modern organizations depend for success on contributions from employees in a wide range of positions, working as individuals and in groups or teams. Surely we can find ways to recognize all. Recognizing everyone for something reduces the incidence of destructive conflict. Recognizing everyone is an honest acknowledgment of the reality of modern work life.
- Rank-based performance management
- Some performance management systems rate individual performance according to several levels across several dimensions. They use that rating for compensation adjustment, promotion, disciplinary action, and termination. This methodology can be a fertile source of destructive conflict when combined with quotas, in a framework often called "forced ranking" or "stack ranking."
- In today's highly interconnected workplaces, the concept of individual performance is itself questionable. We cannot always determine who contributed what, and a contribution that seems constructive today might not seem so constructive next month, even if we could realistically determine its value. Given these uncertainties, risking destructive conflict by using quota-based performance management systems would seem counter-productive on its face.
- Hierarchical conflict
- Manifestations of destructive Sudden Change creates general
insecurity, by creating doubt that we
understand the world around usconflict among executives and/or senior managers can appear throughout the organization. As subordinates interact, some can fear that mutual respect or cooperation with the subordinates of rival senior managers might be interpreted as behavior disloyal to their own senior managers. - Seek complete resolution of feuds between senior managers, recognizing that a truce is not resolution. Abandon the illusion that such feuds can be "private." The secret always escapes.
Think of root causes of destructive conflict as masters of camouflage, intent on surviving by remaining unnoticed. Then search for them where you think they aren't. First issue in this series
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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 much more about the effects of recognition practices on performance, see No Contest: The Case Against Competition, by Alfie Kohn. Boston: Houghton-Mifflin, 1986. Especially chapter 6.
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Related articles
More articles on Conflict Management:
Caught in the Crossfire
- You lead a company, a department, or a team. When two of your reports get caught up in a feud, what
do you do? Let them fight it out? Order them to stop? Fire them both? Here are some tips for making a peace.
What Insubordinate Nonsubordinates Want: II
- When you're responsible for an organizational function, and someone not reporting to you won't recognize
your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying
out your responsibilities. Why does this happen?
Rope-A-Dope in Organizational Politics
- Mohammed Ali's strategy of "rope-a-dope" has wide application. Here's an example of applying
it to workplace politics at the organizational scale.
Impasses in Group Decision Making: I
- Groups sometimes find that although they cannot agree on the issue at hand in its entirety, they can
agree on some parts of it. Yet, they remain stuck, unable to reach a narrow agreement before moving
on to the more thorny areas. Why does this happen?
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.
See also Conflict Management for more related articles.
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