There is a good way to apologize and there are many, many bad ways. This week, I provide the formula for a good apology, one that increases trust and confidence. And for fun, I share a laundry list of bad apologies, some of which you might have heard from your own colleagues over the years.
There is some new research that helps us understand the conflict behaviors that are associated with improved performance. I went through it and translated the findings into practical techniques you can use to contribute to high performance on your team (and added a bonus list of things not to do).
Are you smart, logical, armed with compelling evidence to support your case? Yeah, I thought so. Sadly, that’s not likely to do any good if you find yourself in a real argument with your colleagues. While facts are great for problem-solving, they’re of little use in conflict resolution. Read on to learn why facts don’t solve fights.
You’re smart. You have good ideas. You share them liberally. You create defensiveness. You get frustrated. Neil Gaiman offers terrific advice on why, when reviewing someone else’s work, you should identify problems but not propose solutions.
I received a great question over Twitter this morning. The person asked, is there another side to the risk of conflict debt (the price we pay for avoiding conflicts that we need to work through)? Is there also a risk of conflict fatigue? First, there’s nothing I like more than starting my day with […]
Do you have a colleague that drives you nuts? Have you ever considered that the very behavior that is driving you to distraction is exactly what they were put in the organization to do? Can you appreciate the superpowers in your organization?