Achieving effective team dynamics for high performance is difficult enough when teams work in person, but hybrid/remote work, as we all know, poses unique challenges. Team members may collaborate solely through digital means, may be working in different time zones, come from different cultures, and lack the meaningful dimension of body language. Ask yourself: how are your hybrid or remote teams doing regarding building deep relationships, achieving genuine trust, and addressing tensions between team members? Are you even certain of your answer? The problem is that it’s much easier for hidden conflicts to remain submerged and ignored when we are working remotely.
While conflict is often an unwelcomed member at the (virtual) table, it is an important one to recognize. Many of us have learned that conflict is “bad”. We try to be positive, optimistic, and not “step on other peoples’ toes”. This may create a superficial sense of harmony but below the calm surface dangers may lurk!
Navigating Difference, Dissidence, and Discord
At one end of the spectrum, conflict can manifest as infighting. When things have gotten this bad, HR or a senior leader should be called in to intervene and mediate.
Less extreme, but potentially equally draining, are team members who may be engaging in tense interactions, competitive behaviours, or sly, passive-aggressive comments. This can affect the mental health of everyone on the team. While not always serious enough to call in a third party for mediation, the danger here is that hurt or offended team members simply disconnect, disengage, or drop-out—of the organization.
At the opposite end of the spectrum, we find the most common approach to conflict which is to just pretend it’s not happening! Does this sound familiar?:
“Research indicates that team members will not easily confront differences among themselves; employees will not deal directly with managers or colleagues who may be causing them difficulty, and managers will not surface and confront the conflict that inevitably arises in group situations. However, given the recognition of the need for collaboration and interdependence such conflict avoidance is dysfunctional and energy depleting.”
Dr. Marilyn Laiken, CoachingOurselves guide “Managing Conflict in Teams”
Various defence mechanisms can kick into play here. Such behaviours could include going silent, changing the subject when feeling challenged, or ill-placed attempts at humour to diffuse discomfort.
But as everyone knows, differences of opinions/perspectives are rich sources of organizational creativity and innovation if, and its a big “if”, group members can navigate the inevitable accompanying emotional tensions. Remember: being challenging should not be avoided and being challenged should not be feared.
Storms Ahead!
“… mid-way through the life cycle of any team, there is a “storming phase” in which conflict emerges. If, during this phase, conflict is avoided, team concerns are never surfaced and resolved. As teams expert Patrick Lencioni points out, there is a perpetual recycling back to unresolved issues, or else conflicts go underground. In either case, the team is blocked from getting past its “storming phase” and cannot become high performing. Moreover, managers or team leaders who avoid conflict themselves will inevitably serve as negative role models by unintentionally encouraging the same avoidance behavior.”
Dr. Marilyn Laiken, CoachingOurselves guide “Managing Conflict in Teams”
Peer learning groups can be an important piece of the solution to nurturing teams that are conflict savvy.
In CoachingOurselves sessions peer learning participants:
- Get used to voicing their unique perspective;
- Reflect on why their perspectives might differ;
- Explore how their differing perspectives can be complimentary;
- Engage in active listening and dialogue to create solutions which integrate their perspectives.
By practicing these skills, team members become better equipped at handling the unpleasant emotions which accompany being challenged. They repeatedly are asked to invite feedback so that, over time, they learn to be more accepting of it. By getting to know colleagues through perspective and insight sharing, participants are more likely to give colleagues the benefit of the doubt in difficult situations in addition to admitting their own shortcomings and owning up to mistakes. Participants can have non-judgemental conversations about all kinds of work issues and challenges.
Smooth Sailing?
Just as we as individuals need to be able to regulate our emotions, emotionally mature teams have developed attitudes and skills that enable them to honour difference and acknowledge difficulties within their group process. By providing structured, stimulating spaces for learning and sharing, employees practice listening, empathy, and healthy communication. It will never be totally smooth sailing but the capacity to surface latent conflicts and manage tensions, will go a long way for individuals, teams, and the organization: improved mental health, increased connectedness, and unleashed energy for creativity.
