Conflict Resolution Between Teams

Now that we've discussed how leadership should approach conflict resolution, let’s discuss norms for getting teams to work together effectively. It’s a good idea to create “rules of engagement” -- escalation rules for when and how an issue would be taken to higher levels in the organization. This prevents escalation into mistrust, anger and resentment. The following is an example of how this was resolved in one organization.

There had been conflict between the corporate and field units of a single function because issues that were not being resolved at the lower levels were bumped up for resolution to higher levels far too quickly. The complexity of the matrix structure, with a dual sense of allegiance to both the function and the business unit, hampered the effectiveness of these interdepartmental communications. Bad feelings resulted, all because of a lack of agreement on the ground rules for escalating an issue. These were some of the escalation guidelines we developed:

• Make sure you have all the facts your boss will need to help solve the problem. If you don’t, push back to get them prior to escalating.

• Indicate why you are escalating it. If it’s informational only, put FYI in the subject line of the e-mail; if their involvement is needed, put ACTION NEEDED.

• If it’s impacting the business or is a deliverable, escalate it. Don’t use escalation to cover your back.

• Escalate when you think the issue will come to your management so they’re not surprise.

• To best escalate, know the communication style of the person you are escalating to and utilize that knowledge to alter the communication for greater impact.

“What we’ve got here is a failure to communicate.”

Cool Hand Luke had it right; sometimes the conflict between departments is as simple as that. One group is looking at things from the left side of the brain, while the other group is looking at it from the right side, big picture versus need for detail. Making assumptions about what needs to be in a report can lead to confusion and discord, but once there is a common understanding, it’s easier to relay and receive information.

Often, someone asks for a report to be run or for data to be gathered, but they don’t slow down to tell the listener how this information will be used. To be a successful liaison between two departments, someone needs to have the best interests of both parties at heart. It’s important to avoid taking sides, understanding that each group had good intentions. Showing respect for the competence of both parties, can help them to work together to achieve their shared objectives. In our next post, we’ll delve deeper into facilitating conflict resolution. Until then, let's talk! Reach me by email or phone: 770-989-7030.