Resolving Conflict Within Teams

The nature of a team implies multiple perspectives and opinions. On one hand, this is highly desirable, as it can lead to innovative solution definitions for a lean Six Sigma transformation. These innate differences, however, can also lead to conflict within the team, hindering any hope for progress.

Conflict Versus Differences of Opinion

While a certain amount of disagreement is natural within any team, when the differences escalate to conflict, the team's ability to function effectively and the likelihood of achieving lean Six Sigma goals are threatened. Unlike differences of opinion, conflict implies a personal or emotional element. The team no longer focuses on performing its assigned task, rather, it revolves around a battle of wills and personalities.

Since conflict involves such a dynamic, it is an emotionally charged and sometimes polarizing force. It can arise as a result of values, culture, gender and ideologies, and escalate normally neutral issues into points of contention. Because the basis of conflicts is so emotionally charged, the team is essentially blind-sided, and winning the battle gains greater significance than coming to a consensus.

The Cost of Conflict

Conflict essentially grinds the team to a halt. The task it was assigned becomes secondary to the conflict. This can be costly to the organization awaiting the benefits of a lean Six Sigma process improvement. It can also degrade team members' ability to interact and cooperate on other issues within the company. Performance and morale suffer. This is a significant challenge to overcome.

Unifying Teams by Resolving Conflict

In order to resolve the conflict and refocus the team on developing a workable solution, diffusing the conflict must be seen as more valuable than winning the battle. Team leaders must work to establish empathy, respect and commonality within the group. To develop this cohesive bond, keep the following in mind:

  • Place team members possessing strong interpersonal skills and a receptivity to resolution in leadership roles.
  • Recognize all attempts at resolutions that simultaneously carry value for the various group factions.
  • Acknowledge hidden issues within the group to gain trust and build empathy.
  • Work as a group to build resolution from a commonly accepted foundation.
  • Move on to the group's assigned task once resolution occurs to avoid a re-occurrence.

Conflict is a normal element of human interaction, and cannot be avoided. The manner in which we deal with conflict, however, is a choice. It is in the best interest of a lean Six Sigma implementation that active conflict resolution techniques be employed in place of the traditional 'win at all costs' mindset.