Q: I'm on a multi-department team that is overseeing some major organizational changes. It's a smart and dedicated group. The challenge is that we've had lots of turnover, revisiting of past decisions, and conflict resulting from opinions expressed by people with strong personalities. How do we manage this constructively?
Annika, 43, project manager
A: Open communication probably won't be your problem! But it needs to be the right communication.
Fortunately, it sounds like you have all the raw materials to manage this situation. You would be facing a more intractable problem if the team was ego-driven rather than dedicated to achieving the desired business outcomes.
That said, tempers can flare when stakes are high. Assuming that this has already occurred, let's start with easing any tension that may exist.
Depending on the severity, it may be worth having some one-on-one chats with those most involved. Talk with each about the interactions, reflecting with them on triggers, causes, and potentially negative outcomes. Also brainstorm more effective ways to disagree with colleagues.
Think about the effects of unconstructive interaction on others. Exchanges that are harsher than necessary can have a dampening effect on observers, with long term damage to the team's ability to be effective.
Then, as a group, discuss your team culture. Established members and newcomers alike should agree on ground rules for interaction, focusing in particular on how to manage disagreements.