This meeting was different. Business as usual was shattered like crystal on a marble floor. The usual comfort level was suddenly traded for a stomach flipping tension-filled discussion.
“I am sorry, but I have to disagree.” The silence dropped, eyes got wide, butts in chairs started shifting. Someone cleared their throat. This team was at a cross roads. The next few minutes would determine whether it engaged in productive work or disengaged to avoid the conflict currently on the table.
This is not a question of managing conflict, more a matter of managing agreement. In fact, the more the group tries to manage the conflict, the more likely the agreement will be coerced and compromised with the real issues suppressed, perhaps even undiscussable.
Conversely, if the group engaged in a process to manage agreement, the conflict might be heard, even encouraged, thoroughly discussed. Opposing viewpoints might be charted out and debated. Expectations might be described at both maximum success and dismal failure. Indicators could be created with contingency plans for positive and negative scenarios.
Does your team manage conflict to make sure discussions are comfortable and efficient?
Does your team encourage spirited discussion of both sides of an issue? When things get uncomfortable, can your team live through the stress of conflict to arrive at a well argued decision?
When I look around the room and see that each person is comfortably sitting, I can bet the issue on the table is of little importance. But, if I see stomachs tied in knots, this issue on the table is likely to be important.