How to manage team conflict effectively
Team conflict one of the major reason behind project failure. That is why you have to monitor it closely and resolve it once it is clear to you in your team behaviors because for sure it will affect the outcome of your project and might cause project complete failure.
Team Conflict: defined as serious disagreements / issues over needs or goals among team members.
1- How can you monitor conflict? There are some triggers if happened then you can be assured that you have conflict among your team÷
Having one or two from above triggers does not mean necessarily you have conflicts but having continuous delay in completing tasks or continuous ignoring phone and e-mail means that you might have a conflict which will affect your team and set you and you team away from “High Performance Team”.
What is the definition of “High Performance Team”?
By definition then, a non-productive team, or a team in conflict, does not have these traits. When conflict is not handled, it becomes poisonous. It reduces productivity, causes missed deadlines and poor quality, can impact the health of team members, and causes turnover. However, when team conflict is resolved, team members grow individually and as a team. They are better able to deal with conflict.
2- What are the reasons behind team conflict? Conflict occurs because of an inability to address needs or goals, or because goals are unclear, unacceptable, unrealistic, or are in opposition to the parties involved.
Here are some main reasons which cause team conflict:-
Being able to resolve conflict effectively is a critical team skill. The manager, as leader, holds the key to helping team members resolve conflict and develop trust in each other. Without trust team members will not bond. If they do not trust each other they will not be able to deal with conflict. Conflict resolution is one of the key factors associated with committed and productive teams.
3- How can you address the team conflict?
There are 5 steps to address the conflict:-
a. Define the problem: You cannot solve a problem until you define it. Defining a problem is frequently the hardest part of the solution, and most of us jump into solving the problem rather than defining the problem. However, the process of defining the problem also contains the seeds of the solution.
One way to work on a problem statement is to write it down multiple times in different ways and from different perspectives. Just this exercise is beneficial for a team because it allows for different perspectives. A key to success during team interactions is first to establish how the team will operate together.
When we allow ourselves to look at the problem from different perspectives and through different statements, we can begin to agree on which statement most reflects the real problem. We might agree that the specific one of those statements is a good general description of what’s going on. Each of the other statements helps us to break down the problem into more manageable chunks for work assignments. We’ve used a good process for problem definition, and now we have a problem statement with sub-headings. We have used a good process for problem definition and are more equipped to develop a solution.
b. Collect Data: The second step to addressing team conflict is to gather data on what is actually occurring. Collecting data means gathering facts that can be substantiated and proven. Opinions are just that and cannot be used. Our intent is to gather facts, which are actual observable and measurable behavior. It also means observing first-hand through meetings, teleconferencing, or video conferencing. We need to know about individual performances, who is meeting deadlines and goals, who works independently, who comes up with good ideas, who initiates, who takes on extra work or goes that extra mile, who’s inside or outside of the group, who lunches together, and who are our informal leaders. We can see that this data- gathering is the manager’s job and requires discretion.
Another part of data gathering is to review what you, as manager, have been doing. How do you communicate with your team? How do they communicate with each other? Are team members clear on roles and responsibilities? Have you been providing regular performance feedback to them? Have you been visible, available, and supportive? Do you “know” your employees? Do you have a good understanding of individual job roles, skills, experience, andwhat motivates each employee?
c. Analyze The Data: We have now defined the problem, and we have gathered the facts. Before we begin to analyze the data, we have to make sure of
i. Everything we’ve gathered so far makes sense?
ii. Do we have observable and verifiable facts?
iii. Are we clear about symptoms and potential causes?
iv. Have we separated management and employee causes and issues?
If so, we are ready to analyze.
Analyzing the data means we can diagnose what is going on with the team itself, and determine the role the manager is playing. Let’s assume we’ve completed a self- assessment and know what you, as manager, have to do to help solve the problem. Analyze the data you have to take each expected reason from point 2 and try to ask yourself why we came to this point? What did you do to prevent this cause from occurring, let us take each reason and diagnose it÷
Above are some example to tell you how to think about analyzing the reasons you identified already.
As you perform your diagnosis, you develop a more precise understanding of team dynamics. Instead of just saying I have poor communications, you can focus in on details. As you analyze each area, you can see two things: further problem definition, and the beginnings of your plan to fix things. As manager, you have your own skills and abilities and tools you like to use. Use whatever works for you. You might simply ask your self these questions and capture your answers. A checklist may be appropriate, or a diagram, or flow chart. Your framework or outline for your plan will depend upon you as an individual and your experience as a manager. Those factors also will determine the point when you involve your team members.
d. Choose the best solution: As you gather and analyze our data, you have begun to separate it into discrete areas such as communications, poor time management, etc. you are getting down to “root causes” versus symptoms. You are really defining what’s wrong. With answers to questions in each area, you can focus in on distinct areas of the problem. You can work on solutions and then choose the best solution, or solutions, to implement. You will not have major issues in all areas. Plus, addressing some areas, such as leadership, role and responsibility clarification, and communications, will likely improve other areas.
How do you select the best solution? Look at each of the areas again – plus issues you’ve thought of. Consider what you’ve observed. If necessary, go out and observe some more. Write down your notes on observable behaviors. Reflect on them. Consider the impact of individual behaviors on team members, on how team members talk and work together, and how they interact with each other in meetings. Results will help you to determine which ones are the best solutions for your team’s particular problems. Talk with your boss or mentor and reflect together. Let’s face it. We can’t always be right the first time. If we try something and it doesn’t work, we can perform a “lessons-learned analysis” and try again.
e. Implement the solution and continue to refine it: Through the work you have already done, you have the seeds of your “get-well” plan. After you analyze the data and develop solutions, you select the best solution for your problem areas and begin to construct a plan. This plan will include actions to address each problem area, and will include a schedule for implementation with measurements. Work on one or two areas versus trying to fix everything at once.
As you develop our plan and/or begin implementation you may need help. You need to talk with your manager orto a mentor or someone trustworthy with the appropriate skills, or you could go to a class. We have to look at your management style and how it’s working. You need to keep your minds open to finding the best solution and plan for your team.
The process for this is part of the solution. Thinking and considering in an ordered and systematic process is crucial to defining and solving the problem. Working together to define and correct causes of conflict is the best solution to resolve team conflict. Are there tools and aids to help teams deal with conflict quickly and effectively? Yes. In defining the problem, gathering data, analyzing that data, and selecting and implementing the best solution, you have begun to develop a list of tools and skills to use to resolve conflict. Here are other tools and skills that can help:
How do you, as a manager, help employees to develop these skills and tools? One way is through modeling the behavior desired. Another is through coaching. Another is to directly state what is required. Still another is through training. As a manager, we can work with our team to develop a process that is acceptable for conflict resolution. Below is an example of a simple conflict resolution Process.
Conflict Resolution Steps
Step 1: The first step is for individuals to try to resolve the conflict with each other. You might need to perform some coaching first. Or, you may need to listen to each side independently. This will help each individual to sort out their thoughts and feelings before the one-on-one. Being able to resolve conflict with each other helps individuals to learn how to confront each other, clearly state the issue, listen to each other, and work together to finda mutually acceptable solution. The benefit is that individuals learn a highly critical skill for now and the future, and become more valuable team members.
Step 2: If the two individuals are not successful with a one-on-one meeting, you may need to intercede. If you have not already met with each person, you would do that first. Then you would bring the two people together with clear goals and an expected outcome. There should be rules or guidelines as to how the meeting will be conducted and how they are expected to behave. This latter step about behavior may not be required in all instances, but you all know that sometimes you have to be very explicit about what will and will not be tolerated.
Step 3: If Step 2 doesn’t work, or if the conflict involves us as manager, the next step is to involve Human Resources. Human Resource people generally have excellent skills and/or have contacts with people who specialize inmediation and conflict resolution for conflict situations requiring this level of expertise.
4- Excellent Tips for maturing dealing with conflict resolution
Notes (Place Your Notes Here)