Interpersonal conflict resolution is often an area that clients want to discuss. Generally, the topic is approached because of a specific work team that is going through a highly conflictive stage. Many times the issue is presented to me through a question like, “Do you think we can improve the situation by providing interpersonal conflict management skills training?”
I have a very strong belief in the value and importance of providing training within an organization. For example, I have found that providing skills training in conflict management to new supervisors can have substantial payoffs to the organization. However, there are many situations where I do not believe that training is the answer to the problem. Using training in an attempt to reduce the conflictiveness of a work team is one of those areas.
Yes, it is often true that individual team members can benefit from the conflict management training. I am very well aware of programs that I think have value for the individual. For example, it is reasonably easy to structure a training program around the book Getting Together by Fisher and Brown. I still use this book in one of my graduate level courses and have always found it to be a very helpful guide on successful strategies and tactics for dealing with conflict and conflictive situations. The essence of the book is to teach the skill of “unconditionally constructive behavior.” The views that are set out in the book have nothing to do with being nice but rather focus on the important life lesson that conditioning your constructiveness on the behavior of another is to your detriment. Why let someone else decide whether you will act constructively or destructively?
Now I believe that there is value in providing training on unconditional constructive behavior for members of a highly conflictive work team, but the impact of this training on team alignment and cohesiveness will probably be small. The fact is that improving individual behavior does not generally bring around a re-orientation of the team as a whole. That issue needs to be confronted directly in a process that is different than simply providing a training program. I have had the opportunity in the last couple of years to witness a number of teams that have successfully gone through significant, positive realignment. There are four basic elements in the work that I do to bring about this alignment. These elements are outlined as follows:
The vast majority of employees in a work group that is conflictive would prefer to be on a different track. The stress that the conflict creates on their personal lives and the negative impact on performance is the motivator for change. When provided a viable method for improving the work environment, employees will usually make this choice particularly when given the opportunity to make the choice as a group.
The most effective approach is to have the group focus on creating what it wants. A far less productive approach is to have the group focus on what it wants to get rid of. This latter approach frequently generates ill will and finger pointing behavior. The basic concept is to facilitate a process that will help create a positive, affirming culture.
A team culture is grown, not imposed. Since it is grown the group must learn to develop processes for nurturing the desired culture. Without these processes, the affirming culture can easily die. My approach to the group begins by taking it through an activity designed to clarify what is wanted. The second step is to help the group design the program by which it will bring about the desired culture.
The final step is to build team commitment to what has been designed. The central message of this element is that our actions will speak louder than or words – how original. We need the commitment from every team member to honor what we have agreed to.
The bottom line is that all too often having individual team members grow in their personal skills does not address the needs of the team to grow as a team. Good training is helpful for the development of personal skills. However, a facilitated process, which may incorporate some training, is the only program that I have seen move a whole team forward. If a work group has relationship problems, then those problems need to be addressed as a team.
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