Conflict may be described as productive, passionate, unfiltered discussion and is required to produce commitment.

But it is not easy to engage in conflict. In designing for conflict in teams it is worth considering the following:

  • Good conflict in teams requires trust.
  • Conflict is always uncomfortable.
  • To create a safe place for dangerous conversations, the team must agree on the accepted behaviours for conflict?
  • Personal conflicts may occur. But the fear of personal conflict should not deter the team from regular high energy discussion. Rather the team should agree a process and procedures for surfacing the real issues behind the personal issues.

We react in to conflict in one of the following ways:

Avoiding

When we choose not to face up to an issue by moving away. Not to be confused with Disengaging in which you set a time and a place to deal with the conflict; which is assertive behaviour designed to reduce tension.

Appropriate: When the issue is of a trivial nature. When potential damage of confrontation is greater than the benefits of a solution. When time is needed so as to reduce tension, regain perspective and composure and gather information.

Inappropriate: When the real issue is not voiced and plans made to address it. The conflict is not acknowledged. Causes stress to all the parties.

Competing

A managerial stance used when dealing with people requiring a high structure or in situations where quick, decisive action is vital. Person using this style usually has the power.

Appropriate: When unpopular action needs to be enforced. In an emergency situation where quick action is needed. (“DUCK!” when a rock is thrown) When you are right and the other person does not want to listen.

Inappropriate: When commitment is required from a group of people who are being told what to do. If communication is argumentative and threatening. Interests of the parties are independent of each other.

Accommodating

Focusing on other’s perspectives regardless of your own.

Appropriate: When you are in the wrong When not reaching an agreement threatens a relationship. As a goodwill gesture to help maintain a co-operative relationship especially if the issue is more important to the other person. Preserving harmony is important. If it allows group members to experiment and learn from their mistakes.

Inappropriate: When the party accommodating does not raise their requirements (leads to delayed bargaining) If neglecting own needs to satisfy others. Feelings of dissatisfaction or resentment remain. Agreements are superficial To create an obligation on the other’s part to support you.

Compromising

A form of Avoiding in which parties agree on a 50/50 split that usually does not satisfy either party.

Appropriate: Each party gains something. The parties are committed to mutually exclusive goals. The issue at stake is not worth effort. A short-term agreement only is required.

Inappropriate: If the solution prevents the possibility of a better solution in the long term. One or both of the parties are left feeling as if they had lost something that is important.

Collaborating – Co-creating a mutually beneficial solution

Effective collaboration will produce conflict. Dealing effectively with conflict will increase commitment to the outcomes of the collaboration.

Appropriate: When there is time to understand the issues and synthesise an appropriate solution. Parties have enough goodwill and willingness to collaborate.

Inappropriate: When parties refuse to work towards consensus. When sending cannon fodder over the top and to face the machine guns.

Our understanding of conflict influences how we approach conflict and its resolution.