Here are a few
examples of intervention techniques used to resolve conflict
members are locked in an argument about opposing views and neither
seems very willing to give ground.
leader needs to take the focus off the two members and redirect
the discussion back to the rest of the team.
Once again the flip
chart is an excellent tool for doing this. The leader first
takes control of the meeting by saying something like, "OK, we have
two good ideas to get us started. I will write them here on the flip
Now, does anyone have any other ideas that we can add to this
member makes some kind of negative remark about another member and
it is obvious that it hurt. (The remark could have been at the team
meeting or apart from the team meeting)
members are allowed to make negative personal remarks, it will
destroy the atmosphere and trust that is essential for the team to
successfully work together. This kind of behavior must be confronted
immediately when it happens.
leader needs to do a time out
and remind the person (and the team) of what they agreed to in their
team agreement about treating each other with respect. If there is
no team agreement, then the leader needs to negotiate an
agreement about this issue at this time.
This kind of behavior can
have serious consequences to the unity of the team and under no
circumstances can it be ignored. Negative personal remarks will have
a long-term effect on the team if not adequately resolved.
To gain consensus:
After a team has carefully discussed various options and is nearing
a consensus, the leader can help by facilitating the consensus
This will require first asking, "Before we go further in
making our decision, does anyone have any other ideas you would like
to add to our list of possibilities?"
When you are
certain all the ideas have surfaced and been discussed, it is time
to begin the process of arriving at a consensus. A consensus is a
decision that everyone can live with and support.
will first get an idea of how many in the group support a particular
decision by asking, "Could we say that (a particular option) is the
direction we will take that everyone can support?"
If there are
members who still have reservations about the decision, the
leader should reopen the issue. He or she can ask for any new
facts by saying, "The majority seem to agree on (a particular
option) but I still hear some concerns.
What is it we need to
discuss to address your concerns?" This is not a time to rehash the
same arguments, but to look for a way to find common ground that
everyone can agree to.
Spend time in
openly discussing the facts and opinions. If a member still is
having a difficult time agreeing with the team, the leader
should ask the person to join the consensus. He or she can ask,
"[Name], I know that you feel strongly that we should do this a
different way and we have listened to your reasons.
The team seems
to be in consensus to go in a different direction, and we would like
you to be part of the consensus. Can you live with the group's
consensus?" Most team members will agree to go with the team's
judgment if asked. If for some reason a person still insists on
being the lone holdout, then consensus will be impossible and the
team needs to go with the majority's decision.
To guide the
problem-solving process: Most decision-making teams should be making
decisions using a logical problem-solving methodology.
that they should be working together to (A) define and understand
the problem, (B) determine the causes, (C) determine a solution and
implement the action plan, or (D) evaluate the results. Confusion
will set in when team members do not all operate out of the same
part of the problem-solving process at the same time.
They must move
together through the process one step at a time. The leader
should be familiar with the process and intervene and help redirect
the team when it gets ahead of itself.
To Be Continued