Building Stronger Teams by Facing Your Differences

Conflict is pretty much inevitable when you work with others.

People have different viewpoints and, under the right set of circumstances, those differences escalate to conflict. How you handle that conflict determines whether it works to the team’s advantage, or contributes to its demise.

You can choose to ignore it, complain about it, blame someone for it, or try to deal with it through hints and suggestions; or you can be direct, clarify what is going on, and attempt to reach a resolution through common techniques like negotiation or compromise. It’s clear that conflict has to be dealt with, but the question is how: it has to be dealt with constructively and with a plan, otherwise it’s too easy to get pulled into the argument and create an even larger mess.

Conflict isn’t necessarily a bad thing, though. Healthy and constructive conflict is a component of high-functioning teams. Conflict arises from differences between people; the same differences that often make diverse teams more effective than those made up of people with similar experience. When people with varying viewpoints, experiences, skills, and opinions are tasked with a project or challenge, the combined effort can far surpass what any group of similar individual could achieve. Team members must be open to these differences and not let them rise into full-blown disputes.

Understanding and appreciating the various viewpoints involved in conflict are key factors in its resolution. These are key skills for all team members to develop. The important thing is to maintain a healthy balance of constructive difference of opinion, and avoid negative conflict that’s destructive and disruptive.

Getting to, and maintaining, that balance requires well-developed team skills, particularly the ability to resolve conflict when it does happens, and the ability to keep it healthy and avoid conflict in the day-to-day course of team working. Let’s look at conflict resolution first, then at preventing it.

Resolving Conflict

When a team oversteps the mark of healthy difference of opinion, resolving conflict requires respect and patience. The human experience of conflict involves our emotions, perceptions, and actions; we experience it on all three levels, and we need to address all three levels to resolve it. We must replace the negative experiences with positive ones.

The three-stage process below is a form of mediation process, which helps team members to do this:

Step 1: Prepare for Resolution

• Acknowledge the conflict – The conflict has to be acknowledged before it can be managed and resolved. The tendency is for people to ignore the first signs of conflict, perhaps as it seems trivial, or is difficult to differentiate from the normal, healthy debate that teams can thrive on. If you are concerned about the conflict in your team, discuss it with other members. Once the team recognizes the issue, it can start the process of resolution.
• Discuss the impact – As a team, discuss the impact the conflict is having on team dynamics and performance.
• Agree to a cooperative process – Everyone involved must agree to cooperate in to resolve the conflict. This means putting the team first, and may involve setting aside your opinion or ideas for the time being. If someone wants to win more than he or she wants to resolve the conflict, you may find yourself at a stalemate.
• Agree to communicate – The most important thing throughout the resolution process is for everyone to keep communications open. The people involved need to talk about the issue and discuss their strong feelings. Active listening is essential here, because to move on you need to really understand where the other person is coming from.

Step 2: Understand the Situation

Once the team is ready to resolve the conflict, the next stage is to understand the situation, and each team member’s point of view. Take time to make sure that each person’s position is heard and understood. Remember that strong emotions are at work here so you have to get through the emotion and reveal the true nature of the conflict. Do the following:

• Clarify positions – Whatever the conflict or disagreement, it’s important to clarify people’s positions. Whether there are obvious factions within the team who support a particular option, approach or idea, or each team member holds their own unique view, each position needs to be clearly identified and articulated by those involved.This step alone can go a long way to resolve the conflict, as it helps the team see the facts more objectively and with less emotion.

  Sally and Tom believe the best way to market the new product is through a TV campaign. Mary and Beth are adamant that internet advertising is the way to go; whilst Josh supports a store-lead campaign.

• List facts, assumptions and beliefs underlying each position – What does each group or person believe? What do they value? What information are they using as a basis for these beliefs? What decision-making criteria and processes have they employed?

  Sally and Tom believe that TV advertising is best because it has worked very well in the past. They are motivated by the saying, “If it ain’t broke, don’t fix it.”

  Mary and Beth are very tuned-in to the latest in technology and believe that to stay ahead in the market, the company has to continue to try new things. They seek challenges and find change exhilarating and motivating. Josh believes a store-lead campaign is the most cost-effective. He’s cautious, and feels this is the best way to test the market at launch, before committing the marketing spend.

• Analyze in smaller groups – Break the team into smaller groups, separating people who are in alliance. In these smaller groups, analyze and dissect each position, and the associated facts, assumptions and beliefs.Which facts and assumptions are true? Which are the more important to the outcome? Is there additional, objective information that needs to be brought into the discussion to clarify points of uncertainly or contention? Is additional analysis or evaluation required?

  Tip:

  Consider using formal evaluation and decision-making processes where appropriate. Techniques such as Quantitative Pros and Cons , Force Field Analysis , Paired Comparison Analysis , and Cost/Benefit Analysis are among those that could help.

  If such techniques have not been used already, they may help make a much more objective decision or evaluation. Gain agreement within the team about which techniques to use, and how to go about the further analysis and evaluation.

  By considering the facts, assumptions, beliefs and decision making that lead to other people’s positions, the group will gain a better understanding of those positions. Not only can this reveal new areas of agreement, it can also reveal new ideas and solutions that make the best of each position and perspective.

  Take care to remain open, rather than criticize or judge the perceptions and assumptions of other people. Listen to all solutions and ideas presented by the various sides of the conflict. Everyone needs to feel heard and acknowledged if a workable solution is to be reached.

• Convene back as a team – After the group dialogue, each side is likely to be much closer to reaching agreement. The process of uncovering facts and assumptions allows people to step away from their emotional attachments and see the issue more objectively. When you separate alliances, the fire of conflict can burn out quickly, and it is much easier to see the issue and facts laid bare.

Step 3: Reach Agreement

Now that all parties understand the others’ positions, the team must decide what decision or course of action to take. With the facts and assumptions considered, it’s easier to see the best of action and reach agreement .

If further analysis and evaluation is required, agree what needs to be done, by when and by whom, and so plan to reach agreement within a particular timescale. If appropriate, define which decision making and evaluation tools are to be employed.

If such additional work is required, the agreement at this stage is to the approach itself: Make sure the team is committed to work with the outcome of the proposed analysis and evaluation.

When conflict is resolved take time to celebrate and acknowledge the contributions everyone made toward reaching a solution. This can build team cohesion and confidence in their problem solving skills, and can help avert further conflict.

This three-step process can help solve team conflict efficiently and effectively. The basis of the approach is gaining understanding of the different perspectives and using that understanding to expand your own thoughts and beliefs about the issue.

Preventing Conflict

As well as being able to handle conflict when it arises, teams need to develop ways of preventing conflict from becoming damaging. Team members can learn skills and behavior to help this. Here are some of the key ones to work on:

• Dealing with conflict immediately – avoid the temptation to ignore it.
• Being open – if people have issues, they need to be expressed immediately and not allowed to fester.
• Practicing clear communication – articulate thoughts and ideas clearly.
• Practicing active listening – paraphrasing, clarifying, questioning.
• Practicing identifying assumptions – asking yourself “why” on a regular basis.
• Not letting conflict get personal – stick to facts and issues, not personalities.
• Focusing on actionable solutions – don’t belabor what can’t be changed.
• Encouraging different points of view – insist on honest dialogue and expressing feelings.
• Not looking for blame – encourage ownership of the problem and solution.
• Demonstrating respect – if the situation escalates, take a break and wait for emotions to subside.
• Keeping team issues within the team – talking outside allows conflict to build and fester, without being dealt with directly.

Source : https://www.mindtools.com/pages/article/newTMM_79.htm

When I was at uni and before making my way to a B-school, I studied linguistics. I then realised how powerful each and every word could have. How you could just convince, make a point or make a conflict go away ‘just’ by the appropriate use of well-chosen words. Words can make or break a relationship.

I remember my high school philosophy teacher once even said to the class that words were so powerful they could kill. She was referring to verbal abuse that could lead to depression and eventually death.

That wonderful teacher also  taught us the positive power of words that could put a big smile on the face of someone even a stranger, words that can heal through therapy, words that enable you to be a human connecting with another human. So fascinating when you think about it.

This morning while having breakfast, I just came across this great read about 10 powerful words that can get you what you want. Thought I’d share it with you. Happy reading 🙂 !

From Jayson Demers

The words we use every day shape our realities, whether we realize it or not. Our word choices can make a powerful impression on the people around us, whether they occur in a polite conversation at the grocery store or during a more formal exchange at a significant client meeting.

Different situations and different companions demand different levels of vocabulary and tone, but there are some words that hold power, no matter what the situation.

So, next time you’re pressing for something you want — whether it’s a salary increase or the last pineapple in the produce section — here are 10 words that can help you get it:
1. ‘Because’

“Because” is the conduit you will use to explain your motivations for every element of your request. In his book Influence, Robert Cialdini describes this as a “request + reason” and proves that this combination significantly increases the likelihood that your request will be obliged.

In one case study that I read in college (but, sadly, couldn’t find to link to here), one experiment had people ask if they could cut in line. The study found that people were far more likely to allow others to cut in line when the word “because” was used, as opposed to when it was not used (i.e., “May I cut in line?” vs. “May I cut in line, because I’m very late for an appointment?”). This was true even if the reason given was ridiculous (e.g., “May I please cut in line because I need to get to the front sooner?”). The word “because” seemed to trigger something in people that caused them to oblige the request.
2. ‘Thanks’

A simple thanks is an expression of immediate gratitude, and if you start your conversation with it, you’ll start everything off on a good note. You’ll show that you’re appreciative, which will make people more interested and willing to help you out. Something like “thanks for your time” at the beginning of a meeting (or at the end) is all it takes to establish that positive tone.
3. ‘You’

When extending requests, too many people make it all about themselves. They’ll say things like, “I want this because I need it,” explaining their personal motivations or the logical reasons why they want it. Instead, try framing the conversation in the perspective of the person you’re talking to.

How will your request affect them? For example, something like “I think you’ll see a rise in sales if you implement this,” makes your listener the center of the conversation, which makes for a more positive engagement.
4. ‘If’

“If” holds a ton of power because it gives you the opportunity to break a situation down to its most basic terms by exploring hypothetical outcomes. As long as you’ve done your research (or at least some brainstorming), you’ll come out in a good position. For example, consider: “If we go with option A, we’ll see increases in both cost and productivity, and if we go with option B, everything will remain the same.”

Related: Pastor Joel Osteen Reveals the 2 Words That Can Motivate You to Pursue Your Dreams
5. ‘Could’

Using the word “could” implies openness, unlike the word “won’t” or “never.” This keeps the conversation positive, and further allows you to explore your hypothetical future outcomes, which is especially handy when your conversational partner has a counterargument or request for you. For example, “I could take on the extra work, but I’d prefer it if I had more flexibility on the deadline.”
6. ‘We’

Like the word “you,” “we” takes some of the focus off your own self-interest. As a first-line effect, this makes you seem less ego-centric and more welcoming. As a second-line effect, it implies that the two of you are a single unit, and that any positive benefit for you will be a positive benefit for them.
7. ‘Together’

“Together” works much the same way that “we” does. It implies a degree of familiarity and cooperation, providing a kind of conversational lubricant to make your requests easier to swallow. Anything you can do to make your request (and hypothetical future) seem like a mutual opportunity is going to help you here.
8. ‘Fact’

The word “fact” can help you out significantly in your attempts at persuasion. There’s only one caveat — the facts you claim have to be actual facts, supportable with empirical evidence or research of some kind. Still, using more facts in your dialogue will help you strengthen your position, and secure a more persuasive angle for your discussion.
9. ‘Open’

During the conversation, you won’t agree with everything the other person tells you, and you won’t comply with every request. But shutting these requests down with a “no” or a “never” is negative and counterproductive. Instead, state that you’re “open” to the idea, but further negotiation will be required before you fully agree.
10. ‘Will’

“Will” is the word we use to switch to future tense, and it’s a powerful word because it implies what happens after the conversation is over with a degree of certainty. Stating that you “will” do something as a direct action provides a clear vision and mitigates the possibility of miscommunication.

Related: Your Words Have Impact, So Think Before You Speak

These ten words aren’t magical, nor do they affect listeners at the level of mind control. But, used in the proper context, they can help you open the door to a meaningful and mutual negotiation. You’ll come across as more open, intelligent and persuasive, which means you’ll have an edge when you make your request.

Source : https://www.entrepreneur.com/article/276892

Poor leadership is often magnified in TV shows and comic strips, showing inadequate leaders who take all the credit and are driven entirely by power. Though we recognize that these leaders are entirely fictional, we can also recognize some of those characteristics in thousands of bosses around the world.

It’s true that some people are born leaders and others don’t have that natural talent. But it’s false to believe that people can’t develop the habits of highly effective leaders. With a thorough understanding of the six C’s of effective leadership and a little practice, anyone can learn what it takes to be a leader worth trusting.

 
1. Critical thinking

This skill is defined by an ability to look past the first tidbit of information you receive, verify assumptions and use triangulated research and reasoning to find the best possible solution to a problem.

If it sounds complicated, that’s because it can be very complicated. Critical thinking takes practice, but it’s one of the most important aspects of being a leader. Those who are able to develop this skill can discern between decent ideas and great ideas, delegate tasks to the best participant, set an example for problem solving and achieve the desired outcome.

Everybody can improve their critical thinking skills to some measure. It involves going back to the main goal, gathering evidence, seeking out all possible sources, listening to team insights, pooling resources and getting creative on occasion. Mastering this skill set will get you on your way to effective team building and relationships.

 
2. Communication

As one of the most important aspects of leadership, sound communication is the difference between an effective leader and a tyrant. You may know exactly what you want to have accomplished in your mind, but you must remind yourself that your team can’t read your mind. Likewise, if you try to explain your vision and your team doesn’t seem to be getting it, the fault does not lie with them but you.

To improve your leadership, work from the beginning to establish healthy lines of communication. Explain what your preferred method of communication is, and then establish an open-door policy in which you let your team know that they can ask for clarification on anything without ridicule.

 
3. Collaboration

Collaboration is defined as a business process that requires individuals to work together to achieve a common goal. For team members, this means taking full responsibility for their designated tasks and working effectively with their teammates. For leaders, it means learning how to delegate properly.

As you use effective delegation, you’ll be able to create a close-knit team that’s happy and willing to work together to achieve the end goal. This requires placing significant trust in your team and working closely with each member to create a vision that everyone can agree upon.

The key to successful collaboration is taking stock of your team and their skills. Consider their strengths and capitalize on them to build a team that can work well together and face challenges head on as they come.

 
4. Creativity

The difference between a leader who goes entirely by the textbook and a leader who takes a few creative liberties is the difference between someone who stays stagnant in her position and someone who moves up the corporate ladder. Businesses are run on new and creative ideas that draw in more consumers and set you apart from competitors, and your team can easily be behind some of those creative liberties.

Thinking creatively is largely about considering every possible option and using those that make the most sense. Think outside the box to find actionable solutions when your team might not have the necessary resources to complete a task. Sometimes that means going by the book but other times, it may lead to a change in current business processes that will revolutionize your company.

 
5. Commitment

Leaders can expect their teammates to work hard and produce top notch content if they aren’t willing to work hard themselves. Being a strong leader means leading by example, especially when it comes to committing to the end goal. Team members are incredibly motivated by a leader who spends long hours working alongside exhausted teammates, rather than someone who only does only the bare minimum.

To prove that you’re truly committed to the mission you should lead by example. If you ask your team to work overtime, you better be there too — working twice as hard. People will respect your dedication, which will create a unified team committed to producing a fantastic end product.

 
6. Compassion

Compassion is one of the most important strengths that will garner respect and encourage your team to seek your counsel. Sometimes life throws a curveball and your employees need you to give them a break and not expect perfection from them. Likewise, when they fail, yelling at them and threatening their job will not help. Treating team members like human beings is what a real leader does.

Now, it’s important to note that there’s a big difference between having compassion and being a pushover. If you project is down to the wire and your team member calls in sick because of a light sniffle or call in sick for three days in a row without a doctor’s note, it’s best to call them out.

Source : https://www.entrepreneur.com/article/246680

Why a better understanding of the multigenerational workplace is a no-brainer.

The co-existence of different generations in the workplace is the reality of today’s workplace and has been a topic of interest and debates for several decades. A significant amount of research has been conducted by academics, researchers, practitioners and consultants to analyze this phenomenon. Much attention has been received on this particular topic as a multigenerational workplace is not only inevitable but comes with its many challenges and opportunities. In most Western economies, four generations are working side by side. Soon, there will be five generations sharing the workspace with a fifth generation entering the workforce in the near future. Various generations working together have created numerous conflicts but also new opportunities have emerged.

Different generations appear to have unique characteristics, sets of unique values and beliefs, different expectations and those differences impact every aspect of the workplace as a result of shared events and experiences. Hence it is key to first understand the essence of each generation: who they are, what their needs and wants are, and what motivates them. Getting a deep insight into each specific generation will allow managers to overcome issues related to a multigenerational workforce and seize opportunities to create a better, happier and sustainable workplace.

The impact of a multigenerational workforce is tremendous as it can impact on the performance and success of organizations. Failing to understand generational differences may affect an organization on many levels: lower performance, decreased motivation and job satisfaction, higher turnover rates or intentions to leave the company, loss of key human capital and the negative effects of conflicts. The task for Human Resources management will be increasingly complex as they will need to implement appropriate policies to attract, retain, motivate, and reward staff ensuring that they select the right incentives to target and interest the workers from each different generation.Generational differences may cause misunderstandings which can lead to conflicts among employees or with managers which may result in impacting the performance, productivity and job satisfaction of the workforce, as well as the performance of the organization.

However, different generations in a workforce can also bring new ideas and perspectives to an organization. This diversity has the potential to infuse creativity and result in the generation of innovative solutions to organizational issues and decision situations. Generational differences in the workplace can thus bring positives and negatives depending on how organizations acknowledge, understand and integrate these generational differences into their corporate policies and practices to bridge apparent generation gaps and create a workforce which enables the organization to perform successfully. A better understanding of each generation, its workplace needs and how each generation can effectively interact in the workplace can minimize some of the negative impacts on organizational performance. Whilst generational diversity in an organization presents management challenges, it can also equip the organisation with the capacity to address the generational diversity and range of preferences for each generation present in the organization’s customers and clients.

Finding ways that assist employees to understand and effectively communicate with other employees from different generations within the organization can provide benefits such as workplace commitment, harmony and loyalty.

This topic has gained further interest recently as the “war for talent” encourages companies to nurture their human capital by better understanding their workforce’s desires, needs, motivators, and expectations to make sure they don’t lose their human assets to competition and to ensure they continuously manage to attract and retain the best talents. As Tulgan (2004, p4) put it, as the workforce will shrink “every skilled worker of every age will be needed”. In addition, with declining birth rates and longer life expectancy in most industrialized nations, employees are remaining in the workplace longer: more generations are and will be sharing the workspace in the future. This is not a short-term phenomenon (Yu and Miller, 2005). Hence, the importance of examining thoroughly the multigenerational workplace, its characteristics and implications for employees and their interactions and its possible impact on organizational performance. This view is also supported by Mc Guire et al. (2007).

Although there has been discussion in the management literature on the general topic of the multigenerational workforce, its management challenges and its expected effect on organizational performance, the relationship between generational values and work related outcomes has not been fully established. The focus of existing literature is on describing the differences in values, beliefs and meanings for each generation in society and assuming that such differences with have similar effects when encountered in the workplace.

In order to effectively and strategically manage the performance of organizations there needs to be increased understanding of the differences in values, beliefs and meanings for each generation in an organizational workplace. A detailed understanding of the differences in values, beliefs and meanings for each generation in an organizational workplace through research and analysis should then provide a sound basis for the formulation of multigenerational management strategies and initiatives that address the needs of each generation in the workplace and contribute to organizational performance.

By Elodie Destruel

Bibliography :

Mc Guire, D., By, R., and Hutchings, K. (2007). Towards a Model of Human Resources Solutions for Achieving Intergenerational Interaction in Organisations, Journal of European Industrial Training, 31, 8, 592-608.

Tulgan, B. (2004). Trends point to a dramatic generational shift in the future workforce, Employment Relations Today, 30, 4, 23-31.