Summer 2005

"We know what happens to people who stay in the middle of the road. They get run down."

~Aneurin Bevan

800.987.5582

Guidelines for Dealing with Conflict During Team Decision-Making

Do not change your mind simply to avoid conflict, to reach agreement, or maintain harmony. When agreement seems to come too quickly or easily, be suspicious. Explore the reasons and be sure that everyone accepts the solution for basically similar or complementary reasons. Yield only to positions that have objective or logically sound foundations or merits.

Avoid conflict-reducing techniques such as majority vote, averaging, coin toss or bargaining. When dissenting members finally agree, do not feel that they have to be rewarded or accommodated by having their own way on some later point.

Differences of opinion are natural and expected. Seek them out, value them, and try to involve everyone in the decision process. Disagreements can improve the group's decision. With a wider range of information and opinions, there is a greater chance of that the group will hit upon a more feasible or satisfactory solution.
Come to the discussion with an open mind. This doesn't mean not thinking about the issue beforehand, but it does mean being willing to consider any other perspectives and ideas that come up in the discussion.

Listen to other people's ideas and try to understand their reasoning.

Describe your reasoning briefly so other people can understand you. Avoid arguing for your own judgments and trying to make other people change their minds to agree with you.

What to Do When Your Team Gets "Stuck"

Below are some common barriers to making a group decision and some strategies for each:

Inconclusive Sessions

Remind participants of meeting purpose and agenda as needed
Use flip charts of written notes to record ideas and agreements,
Summarize the meeting and check for consensus
Agree next steps needed to reach a decision or implement agreements
Write out decisions and next steps on sign-in sheet and make copies for all

Use of Meetings to Delay Action

Only agree to meetings with a clear, justifiable purpose
Set or get mutual agreements on deadlines for decision-making
Attach fees to additional meetings in cases where delays become unreasonable

Disagreements on Data

Agree on data needed to make the decision
Analyze the assumptions made in creation of existing data
Reach consensus on additional data needs
Agree on who should produce the studies and methodologies to be used

Breaking Impasses

Impose deadlines
Establish ground rules for unacceptable behavior
Redefine the problem - make it a "a new ball game"
Change the people or add others
Break the problem into smaller pieces
Brainstorm wild options
Ask the opposition for an alternative proposal
Record the disagreement and use problem solving to address it
Form a separate consensus, get agreement of some parties
Try a different problem solving approach
Go back to interests, get agreements on easier issues, then return to harder ones
Use a mediator

Value Differences

Articulate and acknowledge value differences
Listen for what is behind the words - basic human needs
Emphasize common values; e.g. need for respect, understanding, acceptance, etc.
Point out how possible solutions address their needs - show concern
Focus on future solutions, not past actions
Appeal to their sense of fair play, environmental concern, etc.