Symptoms of Team Conflict

Symptoms of conflict are seen in the communications of the members. They illustrate themselves in a variety of ways. Once we recognize the symptoms, we can find a solution.

Almost everyone has endured the experience of being part of a team that was plagued with conflict. Whether in a large group that erupts in anger and can’t finish a meeting, or a small group of two or three individuals that resort to backbiting and gossiping to vent frustration over a conflict, everyone has been a part of a team where conflict has gotten out of control. With this in mind, there are several symptoms of conflict that can be identified in groups that can help them recognize and manage conflict before it tears them apart. By identifying the following symptoms related to communication, trust, and opposing agendas, the team leader can identify conflict before it erupts. As you read through these symptoms, think of the teams that you are a part of and look for symptoms that exist in your team.

Lack of Communication

One common symptom of conflict is a lack of communication or a lack of respectful communication. This is most often seen when teams fail to have meaningful meetings. Most often, non-communicating meetings are characterized by team members who are present but don’t participate in a productive way. Often off-topic chatter or silence prevails among such teams.

A lack of communication can also be noted when team members don’t get along and refuse to talk to each other. These feuds create barriers within teams and prevent communication.

Lack of Trust

A lack of communication or disrespectful communication leads to a lack of trust, which is another symptom of team conflict. Teams that fail to produce desired results often lack the trust in one another as team members that is necessary to succeed. Without trust in a team, verbal or non-verbal conflict becomes the norm of the team.

Team members spend more energy protecting their own positions and jobs than they do producing what is required for the team’s success. When trust erodes in a team, the habit of blaming others becomes the norm as individuals try to protect themselves. Team members become enemies that compete against each other rather than allies that build and help one another to achieve a common goal. Teams that lack trust often gossip about other members or have frequent side conversations after meetings to discuss opposing opinions. Such activity sucks strength out of the team and its purpose.

Opposing Agendas

Another symptom of team conflict can be seen when team members have opposing agendas. This is not to be confused with members who have different opinions. Having different opinions in a group can be very healthy because it can lead to better ideas and ways of getting the job done. However, when team members have opposing agendas, it is more than just differing opinions. Opposing agendas refer to conflicting or divergent sets of goals.

Opposing agendas can create confusion in team members and can cause them to lose sight of their role in the team and of the team’s final goal. Teams must work toward a common goal in order to be successful. Extreme effort must be made to reconcile differences, or such a team can look forward to failure.

Avoiding Destructive Conflict

In most instances of team conflict, avoidance is a worse solution than engagement with the conflicting situation. Moreover, avoiding conflict will lead to less optimal solutions and may even prevent the team from finishing a project. The cost to the organization is greater when teams avoid conflict than when they engage in it.

Fostering support, trust, and open communication is also essential if relationship conflicts are to be reduced and quickly resolved. Open communication can be established by the following:

• Co-create guidelines. Some rules might include the following: Take turns when talking and do not interrupt. Ensure that each team member has equal time when stating their perspective. Listen for something new and bring something new to the discussion. Avoid re-stating the facts and talking in circles. Avoid power plays, and eliminate status or titles from the discussion.
• Listen actively and compassionately. Avoid thinking of a counterargument while the other person is speaking. Listen to the other person’s perspective rather than listening to your own thoughts. Don’t make an effort to remember points just so you can refute them one by one.
• Point out the advantages of resolving the conflict. “I know you feel that is too much for us to spend right now, but we should figure out how to solve this problem.”
• Maintain a neutral vantage point and be willing to be persuaded. “Can you help me understand why….”
• Avoid all-or-none statements such as “always” and “never,” and point out exceptions when these statements are used. Rather than say, “We have never done it that way,” try “We had good reason for not doing that in the past, but let’s talk this through to see if conditions have changed.”
• Create a goal of discovery rather than of winning or persuading. “Let’s set aside our final decision until our next meeting. This meeting, let’s brainstorm solutions.”
• Be alert to common goals and where goals overlap as each party is communicating their perspective. “I’m not sure I reach the same conclusion as you, but a 5% decrease is something we do all appreciate.”
• Use clarifying statements to ensure the other party feels understood and listened to. “What I heard you say is that you feel unappreciated and that you lack vital information.”
• Help team members to separate the problem from the person. “I know your job is to remind us of the rules, but could we try to approach this a different way?”
• Use techniques such as role-playing, putting oneself in the competitor’s shoes, or conducting war games. Such techniques create fresh perspectives and engage team members. “Let me try to be the devil’s advocate. You tell me your solution, and I’ll be the technician trying to poke holes in the idea.”
• Team members should recognize each other for having expressed their views and feelings. “I’m glad to hear your side all the way through. Thank you.”
• Help each team member to understand all the other perspectives, and help them to re-frame the situation. “So, if I heard you correctly, you are concerned about x. Is it possible that we could address this by trying y?”

Solutions to Conflict

Conflict is a natural and necessary element of a healthy team experience. It will occur even in the best teams. It can be constructive.

A team that never experiences conflict is likely to be less productive than a team that does experience conflict. This is especially true if the task that a team is attempting to complete is complex in nature or highly detailed. Without having members question specific actions, specific decisions, or the specifics of the proposed solution, it may appear to the team that there is only one way to solve the problem or complete the task.

When choosing team members, consider making choices that will promote healthy conflict. You will want to avoid fostering groupthink while avoiding people who already clash with one another. People who want peace at any price and scramble to quash even productive, positive conflict are also not especially useful. While you may choose individuals for their personality traits, commitment is equally important. If team members are individually or collectively indifferent toward the overall goal, they probably will not perform well. A lack of commitment can also lead to a lack of conflict. If the team is committed to the overall goal and members are well chosen, there can be a healthy dose of conflict in the process of completing the task.

When conflict does occur, it is important to address it immediately. Although developing a solution to the conflict may take time, acknowledging it will help to ensure that it can become productive for the team. By not addressing conflict, the leader risks sending the message that conflict is unmanageable, which can cause vested members to become complacent or feel their input is not valued. In the worst-case scenario, a conflict that is not resolved could go from being task-oriented to personal.

How Do Teams Prevent Damaging Conflict?

To prevent damaging conflict, the team leader must lay a conflict-friendly foundation for the team. The following approach will help the team leader set the stage for conflicts that are creative and productive:

1. Set a clear goal for the team.
2. Make expectations for team members explicit.
3. Assemble a heterogeneous team, including diverse ages, genders, functional backgrounds, and industry experience.
4. Meet together as a team regularly and often. Team members who don’t know one another well don’t know each other’s positions on the issues, impairing their ability to argue effectively. Frequent interaction builds the mutual confidence and familiarity team members require to express dissent.
5. Assign roles such as devil’s advocate and sky-gazing visionary and change these roles up from meeting to meeting. This is important to ensure all sides of an issue have been considered.
6. Use techniques such as role-playing, putting oneself in the competitor’s shoes, or conducting simulations. Such techniques create fresh perspectives and engage team members.
7. Actively manage conflict. Don’t let the team agree too soon or too easily. Identify and treat apathy early, and don’t confuse a lack of conflict with agreement.

Resolving Conflict

Interpersonal conflict should be managed and resolved before it degenerates into verbal assault and irreparable damage to a team. Dealing with interpersonal conflict can be a difficult and uncomfortable process. Usually, as team members, we use carefully worded statements to avoid friction when confronting conflict.

The first step to resolving interpersonal conflict lies in acknowledging the existence of the interpersonal conflict. Recognizing the conflict allows team members to build common ground by putting the conflict within the context of the larger goal of the team and the organization. Moreover, the larger goal can help by giving team members a motive for resolving the conflict.

As team members, we all understand the inevitability of interpersonal conflicts. Open and supportive communication is vital to a high-performing team. One way to achieve this is by separating the problem from the person. Problems can be debated without damaging working relationships. When interpersonal conflict occurs, all sides of the issue should be recognized without finger-pointing or blaming. Above all, when a team member gets yelled at or blamed for something, it has the effect of silencing the whole team. It gives the signal to everyone that dissent is not allowed, and, as we know, dissent is one of the most fertile resources for new ideas.

When faced with conflict, it is natural for team members to become defensive. However, defensiveness usually makes it more difficult to resolve a conflict. A conflict-friendly team environment must encourage effective listening. Effective listening includes listening to one another attentively, without interruption (this includes not having side conversations, doodling, or vacant stares). The fundamentals of resolving team conflict include the following elements:

1. Before stating one’s view, a speaker should seek to understand what others have said. This can be done in a few clarifying sentences.
2. Seek to make explicit what the opposing sides have in common. This helps to reinforce what is shared between the disputants.
3. Whether or not an agreement is reached, team members should thank each other for having expressed their views and feelings. Thanking the other recognizes the personal risk the individual took in breaking from groupthink and should be viewed as an expression of trust and commitment toward the team.