If two people in business always agree, one of them is unnecessary.

- William Wrigley Jr.

Conflict is inevitable, and could be the harbinger of your team’s demise.  It could also be an essential part of collaboration and solutions thinking.  So how do you walk the tightrope of harnessing the energy that conflict creates while making it work for you (and your team, department or organization)? 

If your group is galvanized by a clash, begin by isolating the conflict from its cause. In all communications, frame the conflict as separate from the group and its goals. It is important to convey to the group that the conflict is not equal to the effort; it is simply impeding the effort.  Second, identify how the conflict is currently being handled, both by the whole group and, if possible, by individual members.

Physically arrange the members to focus on the problem, allying them against the conflict or dissention.

People often have 1) an inaccurate understanding of the situation; or 2) a differing interpretation of data.

Position conflict as a “normal” component of doing business and accomplishing your organization’s goals.  Communicate this directly to the team or department.  In short, convey that you are not skittish about conflict, and they don’t have to be, either.

Look at conflict as a learning experience

When things go wrong, look at the situation as a learning experience rather than an opportunity to point fingers. Your example will influence members of the team to behave the same way.

Your ultimate goal is to foster team that can handle at least some of the conflicts amongst themselves.  This means that the time you spend now on fostering solutions thinking within the group will pay off later in fewer eleventh hour phone calls from a fragmented and irate team. 

But when you DO get involved…

Even when you have given your team all of the tools it needs to take care of most situations, at times, you need to make the final call on a conflict.  –A reality of being the head of the pack.  So here is a way to frame your decisions: 

As you consider the situation, the business and resource implications, decide which of these models will work best.  Regardless of which of the models you decide to use, concentrate on the resolution as a means to accomplishing the group’s goal.

Use the energy that was created in the vortex of conflict to refocus the group and propel it on to accomplishing its goal. At this point, whether the group was able to reach a solution with or without your interference, quick recovery and redirection is essential.

As Karl Albrecht stated so succinctly; Start out with an ideal and end up with a deal!