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03 Virtual Teams—Building Conflict Competence
Craig and Tim tell us that there are two fundamental types of conflicts on teams: relationship conflicts and task conflicts. Relationship conflicts are characterized by disrespect, blaming or blame-storming, and petty power plays. Task conflicts are characterized by a focus on the problem with the goal of reaching a solution or decision. The trick is to transform relationship conflicts on teams to task conflicts.
Leaders of virtual teams whose team members are spread around diverse time zones can build conflict competency with a few simple tools. One tool is to gather the group and ask how it wants to process future conflicts. Create a plan for dealing with both types of conflict. What will be the ground rules? How do people want to be treated? How will people be held accountable? Another tool is to create norms around emotional intelligence. Legitimize the fact that everyone has feelings and create open space for those feelings to be acknowledged and validated. Tim and Doug talk about how important vulnerability is in leadership. Doug points out that in tai chi, being vulnerable allows one to be strong. Tim says the same is true in team leadership.