Think “conflict” is a dirty word, especially for top-management teams? It’s actually
valuable for team members to roll up their sleeves and spar (figuratively, that is) –
if they do it right. Constructive conflict helps teams make high-stakes decisions under
considerable uncertainty and move quickly in the face of intense pressure – essential
capacities in today’s fast-paced markets.
The key? Mitigate interpersonal conflict. Most conflicts take a personal turn all too soon.
Here’s how your team can detach the personal from the professional – and dramatically improve
its collective effectiveness.
The Idea in Practice
The best teams use these six tactics to separate substantive issues from personalities.
Focus on the facts. Arm yourselves with a wealth of data about your business and your competitors. This encourages you to debate critical issues, not argue out of ignorance.
Multiply the alternatives. In weighing decisions, consider four or five options at once – even some you don’t support. This diffuses conflict, preventing teams from polarising just two possibilities.
Create common goals. Unite a team with common goals. This rallies everyone to work on decisions as collaborations, making it in everyone’s interest to achieve the best solution.
Use humour. Humour – even if it seems contrived at times – relieves tension and promotes collaborative esprit within a team.
Balance the power structure. The CEO is more powerful than other executives, but the others wield substantial power as well – especially in their own areas of responsibility. This lets the whole team participate in strategic decisions, establishing fairness and equity.
Seek consensus with qualification. If the team can’t reach consensus, the most relevant senior manager makes the decision, guided by input from the others. Like balancing the power structure, this tactic also builds fairness and equity.
