September 2023 – Conflicts are an inevitable part of any workplace environment.  While our previous article on Conflict Management explored how to reduce conflict, this article explores how to leverage conflict to improve project performance. The ultimate goal of creating constructive conflicts is to elevate project outcomes by  fostering creative innovation, enhancing problem solving, and improving decision-making. There are different paths that can lead to a constructive conflict process, including purposely creating constructive conflict in teams that lack disagreement or shepherding unhealthy team disagreements into a constructive conflict process to achieve a positive result. Either way, as a project manager and facilitator of constructive conflict, it is your job to build trust and cohesion within the team before, during, and after the conflict.

 

Creating Constructive Conflict 

The idea that a team who challenges one another would outperform one that works together harmoniously may seem counterintuitive. <Need a stat here to justify the benefits> However, a little healthy conflict can inject new ideas that can push the team into thinking in different dimensions. As a project manager, creating constructive conflicts is a delicate task. Being clear that the ideas are being challenged and not the people who generate the ideas is critical. Here are a few methods project managers can use to create conflict:

 

1. Designate a team member as the "Devil's Advocate" for meetings or projects. Their mission will be to challenge prevailing opinions and stimulate lively discussions. This role encourages everyone to think critically and explore alternative viewpoints. Example: Your product design team is known for their peaceful decision-making. You appoint one team member as the "Devil's Advocate" for the next project. His/Her role is to challenge the team's design choices, sparking a series of discussions that lead to a more refined product.
2. Rotate leadership roles within your team. Different leaders bring different perspectives and styles, naturally introducing variations and potential conflicts. This also empowers team members and allows them to grow.Example: In your research department, you introduce a policy where a different team member leads each project. This not only brings fresh perspectives to the table but also generates constructive conflicts that lead to better research outcomes.
3. Organize brainstorming sessions. Divide your team into two groups and have them compete to come up with the wildest, most innovative ideas during the brainstorming session thereby encouraging team members to think outside the box. Example: In a marketing brainstorm, you split your team into two groups: Team A and Team B. Each team is tasked with creating a marketing campaign for a new product. The friendly rivalry ignites a creative frenzy, resulting in two brilliant campaign concepts.

 

Shepherding Disagreements 

While dealing with disagreements, a strategy that prioritizes the well-being and cohesion of your project team must be chosen so as to convert the same to constructive conflict. Some proven strategies and examples are as below 

 

1. Perspective Swapping: The disagreeing parties must be asked to a  role-playing game where team members step into each other's shoes. Encourage individuals to articulate their opponent's argument as if it were their own. This exercise can break down barriers and shed light on different viewpoints.Example: In a project meeting, two leads can't agree on the project's direction. You challenge them to swap roles and argue for each other's proposed approaches. The exercise allows them to see the strengths and weaknesses of each perspective, leading to a more balanced project plan.
2. Mediation: Introduce a neutral third party to facilitate discussions and ensure a fair exchange of ideas. Mediators can help diffuse tension and keep the conversation on a constructive path. Example: The sales and customer support teams clash over how to handle a difficult client. You bring in a skilled mediator from HR to oversee the discussion. With their guidance, the teams find common ground and develop a unified strategy to resolve the client's issues.
3.  Time and Space:Allow team members to step away from the situation and cool down. A bit of distance can help them return with clearer heads and a more open mindset.Example: During a heated debate about office seating arrangements, Sarah and Michael can't see eye to eye. You suggest they take a break, grab a coffee, and revisit the discussion later. When they reconvene, they're more receptive to each other's ideas and find a solution that works for both.

 

Constructive conflicts are characterized by open, respectful, and productive discussions that lead to positive outcomes. The goal is not to generate unnecessary tension or discord but to encourage healthy debates and discussions that lead to better project outcomes. To ensure that conflict remains constructive, it should be approached with a focus on problem-solving, active listening, respect, and a willingness to compromise when necessary. Constructive conflict can serve as a check against groupthink, where everyone in a group agrees to maintain harmony. It encourages individuals to challenge assumptions and consider alternative viewpoints, which can prevent poor decisions and oversights.  

 

Reference to our Thought Leadership Article on Conflict Management can be accessed here