Engage Cognitive Conflict

Groups that discuss substantive difference of opinion produce better decisions, increased commitment, cohesiveness, and follow-through that groups who lack this "cognitive conflict" (Amason et al., 1995).

Wellman and Garmston have found that even groups with histories of directing anger at individuals rather than ideas can learn to set aside this "affective conflict" and develop ways of talking respectfully to individuals while disagreeing vigorously with their ideas.

The importance of cognitive conflict cannot be overstressed. Productive groups disagree gracefully about ideas. They have norms and tools that allow full expression of differences, examinations of assumptions and mental models underlying different points of view and resolution techniques that provide for "best possible" resolutions to arise.

They produce better results.

Ineffective groups either avoid conflict and live with poor decisions made by the leader or the most vocal member of the group, or personalize conflict and create a host of negative factors such as apathy, balkanizations, decreased commitment to the groups' purposes and always, poor decisions.

Managing Team-Based Conflict

Managing team conflict can be intimidating, especially around challenging topics.

Individuals and teams can use the Managing Team-Based Conflict sheet below to think through crucial conversations.

The form (right) provides guiding questions to help you process and communicate your thoughts on heavy issues.

The form can also be accessed here.

from Building a PLC at Work™

managingteam-basedconflict.pdf

Managing Yourself During Conflict

Seven tips for managing yourself during conflict

Remember that people, even you, are rarely as benevolent as they perceive themselves to be.

Remind yourself that others are rarely as evil as their opponents perceive them to be.

Be aware that people rarely spend as much time thinking about the issues as is assumed.

Realize that the behaviors of others are rarely planned or thought out. Most aspects of conflict spin off other events and are not the results of cold-hearted calculation.

Almost all behaviors are motivated by positive intention. These intentions frequently arise from people trying to take care of and protect themselves.

Previous patterns taint present perceptions. Every conflict has a history that extends beyond the present.

Go to the balcony (a metaphor for stepping outside of the group) and observe the interactions within the group whenever you are having difficulty remembering any of the above.

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