Toxic Conflict between Colleagues?
Conflict between colleagues can create a toxic environment. The atmosphere is divisive, obstructive and emotionally destructive. No business/team will perform effectively or achieve its goals while a conflict remains between team members. The costs associated with colleague conflict can be difficult to quantify and it is unfortunately the case that sometime the true cost only comes to light when the protagonist leaves the team.
One option is to consider a formal mediation process. This may be available internally or you may have to bring in trained mediation experts. Mediation is proven to be very effective and create long-term improvement.
Sometimes as a manger you may identify that a certain individual is experiencing difficulties because of their attitude and behaviors. When this is the case it is often beneficial to work with the individual rather than involving the whole team. This approach works well in a ‘coaching’ style interaction preferably facilitated by a trained expert who is outside the immediate team.
John, (name changed to protect identity) who is a senior manager in large architectural company has recently experienced a similar set of circumstances. Two senior colleagues who have very different styles of working have become increasingly antagonistic towards each other. Some examples of how these two people behave would be quite amusing,(like small children in the play ground) if the reality was not so serious; failing/refusing to pass on messages, not sitting next to each other in meetings, inappropriate replies to e-mails, over critical of professional creativity and corralling colleague support.
John became increasingly frustrated by the situation despite various attempts to address the situation both with individuals and by talking to them together. He involved HR in an advisory capacity and the two people involved began to consider filing an official grievance both against each other and against John. Based on John’s observations and discussions he realized that the conflict was mainly caused by Chris and so he began to research other methods of dealing with the situation before using the last resort of taking formal disciplinary action.
Remote conflict coaching seemed to provide a different approach that would enable Chris to discuss the situation with an independent advisor. Someone she could share her frustrations with and their drivers; more importantly someone who would unpack the conflict and provide a range of practical solutions. The coaching environment worked by weekly contact. The contact provides accountability coaching and attitude checks.
