We believe we are being good and kind by avoiding the conflict. You colleague is challenging you in order to get a better result for the team rather than trying to pull you down.Īt work if we disagree with someone and don’t articulate it, then we have ducked a difficult conversation. Therefore, you are confident that when you are disagreeing with a colleague, they are only motivated by the pursuit of the truth rather than winning for the sake of winning. You know they are happy to be vulnerable. You need to know that they will admit if they are wrong or believe your idea is better than theirs. To engage in good conflict, you need to trust the other person.
Healthy conflict is essential for high performing teams but can’t take place without vulnerability and trust. Unhealthy conflict is backward looking and centres on blame and judgement. Healthy conflict moves a topic forward and is focused on solutions. There is a difference between heathy and unhealthy conflict. The Insights Discovery Report (Link to the Insights recover report on TBCo) provides a useful guide to a person’s behavioural preferences, communication strengths and weaknesses and advice about how better to contribute to teams. This is an effective way to break down barriers and allowing people to better understand and empathise with each other. One of the most effective ways of building trust on a team is to do an exercise on team members behavioural preferences. This helps us to relate to each other on a more personal level and makes us less judgemental. Personal History exercises are useful because they allow us to demonstrate vulnerability in a low risk way.
Ways to build trustĮxamples of personal history exercises can be found here. Vulnerability drives collaboration, creative thinking and open communication. It is about apologising gracefully when you have done something wrong. It is feeling comfortable when you have made a mistake or being able to acknowledge when someone is better at something than you. It is about exposing your own vulnerabilities. Trust gives a sense of safety and, thus, the confidence to be open about their own strengths and weaknesses. It is a group of individuals making disappointing results. Building these teams is not a complicated task, but many leaders fail because they allow one of the following issues to manifest within the team.Ī team without trust is not really a team. High performing teams are the cornerstone of healthy and cohesive organisations. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.” - Patrick Lencioni Patrick Lencioni and Teamwork - The 5 dysfunctions of a team
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