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.
I had an epiphany last week about the source of so much frustration and resentment on teams. I’ve labeled the problem, “unseen work.” In this post, I describe what unseen work is and provide a quick exercise you can do to identify and address any problems with unseen work before they trigger resentment on your team.
Most teams think that one of the most important activities they do as a team is to make decisions. I argue that teams don’t make decisions and those that try to are less efficient and effective than those that assign the authority for a decision to an individual. Does your team suffer with any of these symptoms of team decision-making?
I have started getting calls from teams that are struggling to cope with the crisis. Do you recognize any of these warning signs from your team. I’m looking for input so I can provide tools and resources to get you through this.
When we get invited to help a team become high performing, occasionally, there is a team member who doesn’t want to participate in the process. It all starts innocuously; the team leader starts by inviting the person to participate and gets in response, “yes, but too busy right now.” The requests slowly escalate until they […]