Adults in a workplace are bound to have differences of opinions. These differences can cause disruption unless there is a process to manage things. I have used a rubber room exercise and often took the role of referee. Simple rules were established up-front and visibly displayed:
- Establish the discussion topic(s) as narrowly as possible
- Set a beginning time
- Set an ending time
- The referee also helps manage defamatory outbursts and holds persons accountable to the rules
- Referee records any side topics for a later discussion
- Everyone checks their egos at the door. It is not a courtroom
- Anyone is free to express their opinion from an “I-statement” perspective only
- Everyone is encouraged to be curious about why someone has a different perspective
- “You” statements are to be avoided as they often devalue something or someone
- “No decision” is an acceptable outcome
- Determine next steps
Two articles by Liane Davey reminded me of the rubber room sessions in which I participated. She describes conflict debt as the sum of all the undiscussed and unresolved issues that stand in the way of progress. She offers some ideas to help teams embrace a new mindset, build a new skill set and to adopt different practices in lieu of clamming up fearing emotional outbursts.
Source: HBR Ascend, January 22, 2020. Link.
It’s important to remember that. . . just like pain. . . emotions are symptomatic, but not diagnostic.” – Liane Davey
Also see: Conflict Strategies for Nice People, HBR Ascend, January 6, 2020. Link
Also see: Search results for conflict: Animal Health Digest. Link.