Yes, it has been a long time since my last post - a subject I may bring up sometime in the future; but, for now, I will continue with a look at some of the items noted in the book "The Human Side of Enterprise" by Douglas McGregor. The book was originally published in 1960 and about two-thirds of the way through the volume, McGregor describes a number of characteristics of effective teams. One of those characteristics is conflict. McGregor (2005) notes,
There is disagreement. The group is comfortable with this and shows no signs of having to avoid conflict or to keep everything on a plane of sweetness and light. Disagreements are not suppressed or overridden by premature group action. The reasons are carefully examined, and the group seeks to resolve them rather than to dominate the dissenter (p. 313).Comfortable with disagreement? I don't know about you, but from my experience, I have not found too many situations where disagreement in meetings of senior leaders felt 'comfortable'. In most cases it was extremely uncomfortable - to the point that participants (and myself) would look to AVOID any form of conflict in these meetings. McGregor further notes,
On the other hand, there is no “tyranny of the minority.” Individuals who disagree do not appear to be trying to dominate the group or to express hostility. Their disagreement is an expression of a genuine difference of opinion, and they expect a hearing in order that a solution may be found (p. 313).It's hard to imagine what this is like since most of us have not been in this kind of situation. Just suppose you were able to get together with your team and for there to be disagreement in a way that it is accepted and desired. Where each representative is expected and encouraged to bring forward disagreements from within their own area of expertise. It is not hard to see how this could be extremely beneficial to a group of leaders attempting to move forward in achievement of the organizations larger goals. With frank discussion about potential pitfalls, the leadership team has time to minimize risk by addressing the concerns that are brought forth; all done with respect and without personal agendas.
Of course, not everyone is going to agree on everything; however, McGregor notes that when this happens, the group recognizes that they will live with the disagreement by accepting them so as not to block the efforts of the team. In some cases, it is noted that disagreements can be deferred for more research or investigation so that the best possible decision can be made. So is there an optimum level of conflict/disagreement for a leadership team?
In his book, The Advantage, Patrick Lencioni describes what he calls a "Conflict Continuum" (p. 42). On the far left of the continuum is Artificial Harmony and on the far right is Mean-Spirited Personal Attacks (see the diagram below). Lencioni notes that most organizations fall too close to the Artificial Harmony end of the spectrum and that the ideal place to be is just below the midpoint on the Constructive side of the spectrum.
The optimal place to be on this continuum is just to the left of the demarcation line (the Ideal Conflict Point). That would be the point where a team is engaged in all the constructive conflict they could possibly have, but never stepping over the line into destructive territory (p. 42).I think it is fair to say that not every conflict stays on the constructive side of the conflict continuum. Lencioni states,
In any team, and for that matter, in any family or marriage, someone at some point is going to step over the line and say or do something that isn't constructive. But rather than fearing this, teams need to accept that it will happen and learn to manage it (p. 42).Working through times when conflict has gone too far in and of itself can help bring leadership teams closer together and prepare them for other times when the line is crossed. As they are able to navigate through (not around) these times, the leadership team becomes stronger and is able to handle more difficult situations.
The Harvard Business Review on Building Better Teams (2011) noted an interesting finding about conflict and the construct of the team. They note,
"...the greater the proportion of highly educated specialists on a team, the more likely the team is to disintegrate into unproductive conflicts" (Kindle location 825)The key to helping conflict become a tool that propels your leadership team forward instead of dragging you backward is multidimensional. Take note of the following tips:
- Leadership teams need to have an informal relationship that fosters trust when the individuals are dealing with formal organizational issues. This informal relationship allows them to engage in constructive conflict and not have the situation digress into personal attacks. The better they know each other - the more productive the conflict can be.
- The leadership team needs to ensure that they are all on the same page working together for the same larger purpose. Nothing will bring a group of people together than passionate execution towards the same goal. Many conflicts arise when the individual slips down to their own goals within the organization; and can be cleared up when the larger goal of the group is front and center.
- Each leader at the table needs to apply the following when dealing with conflict:
- If they are about to bring up an area of conflict - they need to ensure that the area they want to bring up is specific to the larger goal of the group and not just specific to their own goals for their part of the organization.
- If they are responding to an area of conflict brought up by another leader - to ask the question of themselves: "Why would this person be bringing this up now? What parts of this could be a danger sign for us as a team to consider and discuss?"
- The leader within the leadership team needs to be aware of the dynamics of the group and look to dig out areas of conflict. The greatest asset of the leadership team is that the people are of diverse backgrounds and perspectives which should be leveraged to help the entire team meet their larger goals. Constructive conflict is the means by which this is accomplished.
Constructive conflict is healthy and present in great teams. How can you help bring this forward in your teams today?
Curt
Harvard Business Review (2011-04-12). Harvard Business Review on Building Better Teams (Harvard Business Review Paperback Series) (Kindle Locations 826-827). Harvard Business Review Press. Kindle Edition.
Lencioni, Patrick M. (2012-03-14). The Advantage: Why Organizational Health Trumps Everything Else In Business (J-B Lencioni Series) (pp. 42-43). Wiley. Kindle Edition.
McGregor, Douglas (2005-12-21). The Human Side of Enterprise, Annotated Edition (p. 313). McGraw-Hill. Kindle Edition.
