7 Strategies For Facilitating Conflict Mastery

business man pushing a cogwheel to make it work

In my last three posts I’ve focused on the way we handle conflicts at work, and especially on the way conflicts at work can be productive. Based on those posts, here are 7 strategies that can help facilitate conflict mastery at work.

#1 Have A Plan
Like any project, having a plan for reaching your outcomes is key in facilitating and achieving conflict mastery. Define reasons for why this is an outcome you want for your team and/or organization. When the motivation is in place, create your plan. Ask important questions. How far are you willing to go? When are conflicts becoming destructive? Why are you going to keep disagreements constructive? When should you take steps to change conflict behavior? At what point is it getting too intense?

#2 Define A Mutual Outcome
When starting up a project, meeting, negotiation, etc, be sure to state common outcome at first. Common, or mutual outcome means one that everyone partaking in the endeavor have been a part of setting. That way one can always remind one another of the higher goal in the process if things take a destructive turn. Also, by having mutual focus point, everyone is working with the same end in mind the whole time. This focus from everyone can help make it easier to work together.

#2 Create A Physical Space For Conflicts
Have a room designated for constructive conflicts. Similar to the idea of using different thinking hats, being in a room specified for constructive conflict can help team members or meeting participants adopt the right mindset. With time a conflict mastery approach can be automatically conditioned in such a setting.

#3 Intelligent Team Composition
Said differently, put the people that need to be on the team on the team. Smart conflict management with a goal in conflict mastery have no room, or need, for allergies and safe-teaming in the team composition process. In other words, if someone comes to you and asks specifically to not be put on a team with a certain other person, get to the bottom of it and move on. Losing out on great solutions and possibilities simply because people don’t want to sit down and work things out isn’t a good solution.

#4 Create Real Teams
If possible, make arrangements to have compositions of real teams when teamwork is involved. Real teams, or real groups, is a term coined by Hackman (1987) referring to teams where all members bring unique competence to the table. Besides saving resources by not having unnecessary people on the team, real teams foster trust among the team members because they all bring their own skills to the project, and are dependent on the other team members at the same time.

#5 Define Roles For Conflict Situations
Share responsibilities to ensure that the constructive conflict processes work as planned. Divide important roles to people in the team/meeting. Who will take charge and break in when the situation seems to turn destructive? Who will play the devil’s advocate and prevent group think, as well as making sure all questions and issues have been raised. Who will make sure that there is progress? What are the boundaries for the project manager?

#6 Choose A Neutral Seating Arrangement
It may seem like trivial point to make, but by making sure all participants are seated in a way that puts everyone on an equal basis (i.e. by using a round or even sided table), no one is put in an immediate “boss position”. That way equal participation in the discussion is encouraged. This can be especially important when brainstorming.

#7 Express Your Understanding Of Situations, Statements And Actions
As Stephen Covey says, “seek first to understand, then to be understood”. Ask questions regarding what is said, and make sure to use the first person when you do this. As I understand this…, have I understood you correctly if what you mean is…, I experienced that remark as if you were trying to… is this correct, or have have I mistaken you? By focusing on the first person form you avoid putting words in someone else’s mouth. Also, you are the only one who can know how you feel, and therefore other participants in a conflict situation will have to take your word for it.

Hope you find some of these strategies useful.

Got additional ideas? Put them in comments and let people know.

References:
Hackman, J. R. (1987). The design of work teams. In J. W. Lorsch (Ed.), Handbook of Organizational Behavior (pp. 315-342). London: Prentice-Hall.

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