In our world of complex challenges and complicated solutions, we need collaboration more than ever. It is hard to think of things we can accomplish on our own. Unfortunately, as soon as we need to work with other people, we introduce the possibility of conflict. While we might need the messy, back-and-forth, give and take, hash-it-out friction of conflict to spark innovation, we do not like the feeling.
We bristle at conflict. We want to keep things neat and tidy, harmonious, and efficient so we do not bruise each other or damage our relationships. While we know that collaboration holds the promise of greater innovation and better risk mitigation, we often shy away from the necessary friction because of cultural norms that say everyone should be in agreement, be supportive, and smile all the time. We need some significant changes to our approach to conflict and collaboration if we want to be more productive.
To start, you have probably been taught to see collaboration and conflict as opposites. You have seen the posters with images of some idealised version of teamwork: rowers in perfect synchronisation or planes flying in tight formation. Teamwork is supposed to feel great, to be easy and fun. Isn’t it?
Actually, no, it is not.
There is no point in collaboration without tension, disagreement, or conflict. Tension, disagreement, and conflict improve the value of the ideas, expose the risks inherent in a plan, and ultimately contribute to enhanced trust among the participants. If you are going to foster collaboration that accomplishes those things, then you are going to need to change your mindset about conflict.
Diese Geschichte stammt aus der July 2020-Ausgabe von Indian Management.
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Diese Geschichte stammt aus der July 2020-Ausgabe von Indian Management.
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