{"id":13567,"date":"2023-06-13T07:00:53","date_gmt":"2023-06-13T11:00:53","guid":{"rendered":"https:\/\/mgrush.com\/blog\/?p=13567"},"modified":"2026-04-21T12:53:59","modified_gmt":"2026-04-21T16:53:59","slug":"meeting-conflicts","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/meeting-conflicts\/","title":{"rendered":"Proven Methods for Managing Any and All Meeting Conflicts"},"content":{"rendered":"

No method anywhere can show you how to facilitate a resolution for ALL meeting conflicts.<\/h2>\n
\"Proven<\/a>

Sometimes, people or parties refuse to agree simply because they dislike each other.<\/span><\/p><\/div>\n

Sometimes, people or parties refuse to agree simply because they dislike each other. Yet while you may not be able to resolve all meeting conflicts, you can learn to manage all meeting conflicts. Below you will find four proven activities for managing conflicts in any group session or workshop.<\/span><\/p>\n

Meeting conflicts present a serious distraction. Wisely, the International Association of Facilitators<\/a> (IAF) aspires for facilitators to:<\/span><\/p>\n

\u2022\u00a0\u00a0\u00a0 “Help individuals identify and review underlying assumptions.<\/span><\/p>\n

\u2022\u00a0\u00a0\u00a0 Recognize conflict<\/i> and its role within group learning\/maturity.<\/span><\/p>\n

\u2022\u00a0\u00a0\u00a0 Provide a safe environment for conflict<\/i> to surface.<\/span><\/p>\n

\u2022\u00a0\u00a0\u00a0 Manage disruptive group behavior.<\/span><\/p>\n

\u2022\u00a0\u00a0\u00a0 Support the group through the resolution of conflict<\/i>.\u201d<\/span><\/p><\/blockquote>\n

Four Proven Activities For Managing Meeting Conflicts<\/b><\/span><\/h3>\n

Fortunately, you can rely on this four-step method to manage ALL meeting conflicts:<\/span><\/p>\n

1.\u00a0\u00a0\u00a0 Document consensual purpose.<\/span><\/p>\n

2.\u00a0\u00a0\u00a0 Secure evidence in support of the purpose.<\/span><\/p>\n

3.\u00a0\u00a0\u00a0 Align with the level of support for the objectives of the product, project, program, department, business unit, and enterprise.<\/span><\/p>\n

4.\u00a0\u00a0\u00a0 Assemble documentation, then escalate.<\/span><\/p>\n

I. \u00a0Document consensual purpose<\/b><\/span><\/h4>\n

The burden on facilitators demands building consensus<\/a> around the purpose of the decision and what the decision supports. You cannot afford to have a moving target if you want to build consensus. Make your group\u2019s integrated purpose clear and concise. Use our Purpose Tool<\/a> as a quick and effective means of galvanizing consensual purpose. When captured in writing, you supply instant visual feedback to all of your participants.<\/span><\/p>\n

2.\u00a0 Secure evidence in support of the purpose<\/b><\/span><\/h4>\n

Most office professionals have been exposed to the concept of active listening. Distinguished from passive listening because active listening demands that the listener provide reflection and confirmation of what the speaker said. Reflecting the reasons to support the statement and WHY<\/a> the evidence to support the purpose remains more important. <\/span>Frequently understanding WHY requires additional challenge and reflection. Other participants may hear WHAT was said but they also need to understand WHY the claim was made, and under what conditions the claim remains valid.<\/span><\/p>\n

Effective facilitators make participants’ thinking visible<\/a> by challenging them with one word—\u201cBecause?\u201d Consensus is not built around symptoms. Rather, consensus gets established around causes. Getting everyone to understand under what conditions certain claims may be valid can ease misunderstanding. Sometimes people are in violent agreement with each other but are doing a poor job of listening. A good facilitator provides robust reflection, not only on what was said but under what conditions the assertions hold true. Fortify your active listening with a comprehensive reflection of BOTH what was said and why it was said.<\/span><\/p>\n

Active listening<\/a> includes four separate activities:<\/span><\/h5>\n
    \n
  1. Establish contact<\/i> with the speaker, eye contact ensures the speaker is engaged,<\/span><\/li>\n
  2. Absorb<\/i> what the speaker presents so that you can advance the group’s understanding of the participant’s contribution,<\/span><\/li>\n
  3. Reflect<\/i> on what was said to ensure the speaker understands what was offered up, but more importantly, REFLECT WHY their contribution claims to be valid as it relates to the question they were answering (frequently it is best to provide their reflection in writing whether on a whiteboard, large Post-It\u00ae<\/sup> paper, or on the screen), and<\/span><\/li>\n
  4. Confirm<\/i> that their content, as reflected, is complete and correct.<\/span><\/li>\n<\/ol>\n

    Meeting participants do not necessarily listen or even hear what other participants say. Some people fail to listen<\/a> to themselves. Reflection provides an essential part of effective, active listening. But do not forget to confirm that your reflections are clear, complete, and correct.<\/span><\/p>\n

    3.\u00a0 Align with the level of support for the objectives of the product, project, program, department, business unit, and enterprise<\/b><\/span><\/h4>\n

    Sometimes people understand each other and yet continue to disagree. Most arguments about future conditions cannot be proven one way or another. Learn to appeal to the objectives of the project or initiative your meeting supports. If needed, go further and appeal to the organizational values, as to which argument better harmonizes and supports the organization.<\/span><\/p>\n

    After two or more competing arguments have been clarified, and fully documented, ask the group to compare the positions by asking them to what extent each supports the organizational objectives; specifically:<\/span><\/p>\n