The usual tip from project post mortems for successful projects is to assemble a team that is collaborative, communicates well with one another, and agrees upon the project goals and objectives. Sounds good, right? Our two decades of experience managing projects leads us to agree…but just to a point. We believe you can sometimes have too much of a good thing. Our contention? When the team thinks so much alike that they suffer from group think and do not allow conflict, project performance can suffer.
The negative effects of so-called group think are that innovation is stifled as dissenters are silenced by peer pressure, as complacency rules, and as your top talent flees because their differing perspectives are not seriously considered. None of these results are good for project success. In fact, when there is not the kind of open communication and discussion where healthy conflict is encouraged, it becomes harder for anyone to question the progress of the project and eventually for anyone to really care about the outcome.
For projects to succeed, you need a team that is open to challenging questions, considers all points of view, welcomes new ideas, responds well to change as needed, and encourages the learning and growth of the project team. In other words, you want a project team that does not avoid conflict but knows how to effectively manage it.
Here are tips on handling conflict in a way that strengthens, not weakens, the project team:
1. Encourage differing opinions.
Every project team meeting should have a time and space where questions about, and challenges to, the established project path are encouraged. How else are you going to be able to foresee problems and put out fires before they ignite?
2. Agree on what final success looks like.
As points of disagreement arise, make sure everyone keeps in mind the end picture of project success. All project team members should have the same goal. It’s just the path to get there that may be in dispute.
3. Decide which disagreements matter.
Not all points of contention are worth discussing. The only ones that matter are those that drive toward project goals. Don’t worry or waste time on small conflicts. They will be ironed out in due time as you handle the more significant issues and the project moves forward.
The bottom line? Not all conflict is bad. Sometimes conflict, even on the same team, can be a healthy reflection of a group that is open to questions, innovation and learning.
Learn more at: http://www.lsaglobal.com/project-post-mortem-training-consulting/
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