{"id":9260,"date":"2019-04-04T06:00:42","date_gmt":"2019-04-04T10:00:42","guid":{"rendered":"http:\/\/mgrush.com\/blog\/?p=9260"},"modified":"2026-04-21T13:10:22","modified_gmt":"2026-04-21T17:10:22","slug":"meeting-conflict","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/meeting-conflict\/","title":{"rendered":"Don&#8217;t Run! How to Manage Meeting Conflict"},"content":{"rendered":"<h2><strong>A meeting without conflict is a boring meeting, and we&#8217;ve seen very little value derived from predictable and unexciting meetings and workshops.<\/strong>\u00a0However, internal and external conflict reflect emotions that, when harnessed, enable creative change and improvement.<\/h2>\n<p><span style=\"font-size: 14pt;\">So rather than run, learn how to understand and manage group conflict. Additionally, the <span style=\"color: #ff0000;\">*<\/span>International Association of Facilitators aspires for you to:<\/span><\/p>\n<blockquote>\n<ul>\n<li><span style=\"font-size: 14pt;\">&#8220;Help individuals identify and review underlying assumptions<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Recognize conflict and its role within group learning \/ maturity<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Provide a safe environment for conflict to surface<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Manage disruptive group behavior<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Support the group through resolution of conflict&#8221;<\/span><\/li>\n<\/ul>\n<\/blockquote>\n<div>\n<h3><span style=\"font-size: 14pt;\"><strong>To Manage Meeting Conflict Consider the Synergy of the Tuckman Model and <a href=\"http:\/\/kosmosaicbooks.com\/wp-content\/uploads\/2012\/03\/integral31.jpg\" target=\"_blank\" rel=\"noopener noreferrer\">Integral Theory<\/a><\/strong><\/span><\/h3>\n<p style=\"text-align: left;\"><span style=\"font-size: 14pt;\"><a href=\"https:\/\/mgrush.com\/blog\/great-facilitators\/\" target=\"_blank\" rel=\"noopener noreferrer\">Facilitators<\/a> manage groups.\u00a0Therefore, first understand how groups function and appropriate ways to support them to manage group conflict.<\/span><\/p>\n<div id=\"attachment_472\" style=\"width: 1026px\" class=\"wp-caption aligncenter\"><img wpfc-lazyload-disable=\"true\" loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-472\" class=\"wp-image-472 size-full\" title=\"Managing Group Conflict\" src=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2011\/08\/screen-shot-2011-08-24-at-2-26-57-pm.png\" alt=\"Manage Group Conflict, Group Conflict, Facilitation Group Conflict\" width=\"1016\" height=\"548\" srcset=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2011\/08\/screen-shot-2011-08-24-at-2-26-57-pm.png 1016w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2011\/08\/screen-shot-2011-08-24-at-2-26-57-pm-300x162.png 300w\" sizes=\"(max-width: 1016px) 100vw, 1016px\" \/><p id=\"caption-attachment-472\" class=\"wp-caption-text\"><span style=\"font-size: 14pt;\">Stages to Manage Meeting Conflict<\/span><\/p><\/div>\n<h3><span style=\"font-size: 14pt;\"><strong>To Manage Meeting Conflicts, Understand a Group Life Cycle<\/strong><\/span><\/h3>\n<p><span style=\"font-size: 14pt;\">Groups, like people, develop and evolve. Similarly, they can also regress. Therefore, as a <a href=\"https:\/\/mgrush.com\/blog\/session-leader\/\" target=\"_blank\" rel=\"noopener noreferrer\">session leader<\/a>, you strive to move your group through a developmental sequence. Most groups evolve through four stages as they <a href=\"https:\/\/mgrush.com\/blog\/managing-change\/\" target=\"_blank\" rel=\"noopener noreferrer\">change<\/a>. Hence, for any given group, you may see only the first two or three stages.<strong> Do not forget\u2014<\/strong><em>in a room of ten people, there are at least eleven <a href=\"https:\/\/mgrush.com\/blog\/problems-in-meetings\/\" target=\"_blank\" rel=\"noopener noreferrer\">personalities<\/a>!<\/em><\/span><\/p>\n<p><span style=\"font-size: 14pt;\">To manage group conflict, understand the stages and characteristics of groups, including:<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 14pt;\"><em>Forming<\/em> &#8212; Orientation, hesitant participation, search for meaning, dependency<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><em>Storming<\/em> &#8212; Conflict, dominance, rebelliousness, power<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><em>Norming<\/em> &#8212; Expression of opinions, development of group cohesion<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><em>Performing<\/em> &#8212; Emergence of solutions, formation of a \u201cteam\u201d<\/span><\/li>\n<\/ul>\n<p><span style=\"font-size: 14pt;\"><em>Note<\/em>:\u00a0 The four stages are adapted from Tuckman, B.W., \u201cDevelopment sequence in small groups,\u201d <em><a class=\"zem_slink\" title=\"Psychological Bulletin\" href=\"http:\/\/www.apa.org\/pubs\/journals\/bul\/index.aspx\" target=\"_blank\" rel=\"homepage noopener noreferrer\">Psychological Bulletin<\/a>,<\/em> 1965, <em>63<\/em>, 384-399.<\/span><\/p>\n<h4><span style=\"font-size: 14pt;\"><strong><a href=\"https:\/\/mgrush.com\/blog\/meeting-conflicts\/\" target=\"_blank\" rel=\"noopener\">Meeting Conflict<\/a> &#8212; Stage 1<\/strong><\/span><\/h4>\n<p><span style=\"font-size: 14pt;\"><strong><em>Forming<\/em><\/strong>\u2014 Keyword: <em>Confusion<\/em>. Groups at this early stage are working on two primary areas, the reason they are there (<a href=\"https:\/\/mgrush.com\/blog\/common-purpose\/\" target=\"_blank\" rel=\"noopener noreferrer\">purpose<\/a>) and social relationships. In addition, the Integral theory states that at the beginning of any meeting, people are thinking of themselves, as &#8220;I&#8221;. Consequently, you will see some landmarks such as:<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 14pt;\">&#8220;I wonder WHY I&#8217;m here?&#8221;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">&#8220;I wish I had a cup of coffee.&#8221;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Concern over purpose, relevance of meeting, \u201cHow this helps?\u201d<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Looking to the leader for structure, answers, approval, acceptance<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">\u201cWhy are we here?\u201d<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><a href=\"https:\/\/mgrush.com\/blog\/quiet-people\/\" target=\"_blank\" rel=\"noopener noreferrer\">Quiet<\/a> groups<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Looking to the leader to prove that the <a href=\" https:\/\/mgrush.com\/blog\/scope-creep\/\" target=\"_blank\" rel=\"noopener noreferrer\">me<\/a>e<a href=\" https:\/\/mgrush.com\/blog\/scope-creep\/\" target=\"_blank\" rel=\"noopener noreferrer\">ting<\/a> will work<\/span><\/li>\n<\/ul>\n<p><span style=\"font-size: 14pt;\">Cultures that find themselves locked into this stage are frequently described as \u201cCommand Control\u201d where much <a href=\"https:\/\/mgrush.com\/blog\/meeting-argumentation\/\" target=\"_blank\" rel=\"noopener noreferrer\">decision-making<\/a> is completed by management. Participants stay focused on <a href=\"https:\/\/mgrush.com\/blog\/stop-saying-i\/\" target=\"_blank\" rel=\"noopener noreferrer\">\u201cI\u201d<\/a> such as, \u201cI wish I had eaten something before this meeting.\u201d<\/span><\/p>\n<h4><span style=\"font-size: 14pt;\"><strong><a href=\"https:\/\/mgrush.com\/blog\/meeting-conflicts\/\" target=\"_blank\" rel=\"noopener\">Meeting Conflict<\/a><\/strong><\/span><span style=\"font-size: 14pt;\"><strong> &#8212; <\/strong><strong>Stage 2<\/strong><\/span><\/h4>\n<p><span style=\"font-size: 14pt;\"><strong><em>Storming<\/em><\/strong>\u2014Keywords: <em>Conflict<\/em> (differences) and creativity. Here groups begin to acknowledge differences in perspectives; conflict is characteristic between members or between members and leader. The Integral theory states that the <a href=\"https:\/\/mgrush.com\/blog\/meeting-introduction\/\" target=\"_blank\" rel=\"noopener noreferrer\">impact of the meeting deliverable<\/a> can get people to stop thinking selfishly. Consequently, some landmarks include:<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 14pt;\">Struggle for control<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Some members with strong needs to <a href=\"https:\/\/mgrush.com\/blog\/problems-in-meetings\/\" target=\"_blank\" rel=\"noopener noreferrer\">dominate<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Hostility towards the\u00a0leader<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Looking to, expecting the leader to be magical<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Open expression of differences<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Accepting conflicts as sources of <a href=\"https:\/\/mgrush.com\/blog\/creativity-tool\/\" target=\"_blank\" rel=\"noopener noreferrer\">creativity<\/a><\/span><\/li>\n<\/ul>\n<p><span style=\"font-size: 14pt;\">Cultures in this phase focus on cultivating and changing through personal and professional improvement. Participants get nudged to begin thinking about what \u201cIt\u201d is that justifies their time together.<\/span><\/p>\n<h4><span style=\"font-size: 14pt;\"><strong><a href=\"https:\/\/mgrush.com\/blog\/meeting-conflicts\/\" target=\"_blank\" rel=\"noopener\">Meeting Conflict<\/a><\/strong><\/span><span style=\"font-size: 14pt;\"><strong> &#8212; <\/strong><strong>Stage 3<\/strong><\/span><\/h4>\n<p><span style=\"font-size: 14pt;\"><strong><em>Norming<\/em><\/strong>\u2014Keywords: <em>communication<\/em> and <em>commitment<\/em>. The participants are more comfortable expressing their opinions. The Integral theory states that once participants understand &#8220;it&#8221; (deliverable), they can contribute effectively. Hence, some landmarks:<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 14pt;\">More open communication<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Unwillingness to be fully responsible for the outcome<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Inter-member support<\/span><\/li>\n<\/ul>\n<p><span style=\"font-size: 14pt;\">Cultures here display and value <a href=\"https:\/\/mgrush.com\/blog\/meeting-competence\/\" target=\"_blank\" rel=\"noopener noreferrer\">competence<\/a>, especially on the <a href=\"https:\/\/mgrush.com\/blog\/overconfidence-effect\/\" target=\"_blank\" rel=\"noopener noreferrer\">expert<\/a> capabilities of a few members of the group or team. Most importantly, individuals can start thinking about the deliverables and how it impacts others (\u201cThou\u201d) throughout the organization<\/span><\/p>\n<h4><span style=\"font-size: 14pt;\"><strong>Meeting Conflict &#8212; <\/strong><strong>Stage 4<\/strong><\/span><\/h4>\n<p><span style=\"font-size: 14pt;\"><strong><em>Performing<\/em><\/strong>\u2014Keywords: Community, <em>consensus<\/em>, and collaboration. Rather than focusing on <a href=\"https:\/\/mgrush.com\/blog\/different-priorities\/\" target=\"_blank\" rel=\"noopener noreferrer\">differences<\/a>, members begin to recognize the commonality and <a href=\"https:\/\/mgrush.com\/blog\/project-team-values\/\" target=\"_blank\" rel=\"noopener noreferrer\">shared interests<\/a>. The Integral theory states that once participants collaborate, the &#8220;I&#8221; dissolves into the pluralistic &#8220;We&#8221;. Therefore, the participants form a cohesive team\u2014they unite,\u00a0with landmarks including:<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 14pt;\">Open communication<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Pride in the group<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Focus on getting the <a href=\"https:\/\/mgrush.com\/blog\/action-plan\/\">shared goals<\/a> and tasks of the group accomplished<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Inter-member support<\/span><\/li>\n<\/ul>\n<p><span style=\"font-size: 14pt;\">Here we have a collaborative culture where <a href=\"https:\/\/mgrush.com\/blog\/decision-types\/\" target=\"_blank\" rel=\"noopener noreferrer\">decisions<\/a> are consensus-driven\u00a0and the team works in complete partnership toward success. Hence, the individuals view themselves as an integral unit, known as \u201cWe\u201d.<\/span><\/p>\n<h4><span style=\"font-size: 14pt;\"><strong>To <\/strong><strong>Manage <\/strong><\/span><span style=\"font-size: 14pt;\"><strong><a href=\"https:\/\/mgrush.com\/blog\/meeting-conflicts\/\" target=\"_blank\" rel=\"noopener\">Meeting Conflict<\/a><\/strong><\/span><span style=\"font-size: 14pt;\"><strong>, Understand Boundaries<\/strong><\/span><\/h4>\n<p><span style=\"font-size: 14pt;\"><a href=\"https:\/\/mgrush.com\/blog\/meeting-boundaries\/\" target=\"_blank\" rel=\"noopener noreferrer\">Boundaries<\/a> between stages are not always clear. Nor do groups permanently move from one stage to another. Therefore, as the <a href=\"https:\/\/mgrush.com\/blog\/facilitators-guide\/\" target=\"_blank\" rel=\"noopener noreferrer\">facilitator<\/a>, you guide the group through the earlier stages of performing. In working with the group during a meeting, you need to gauge how the group, as a whole, is able to perform the task at hand. Depending on the readiness of the group, you as process leader will lead in diverse ways. Meanwhile, readiness\u00a0consists of two qualities, job or task readiness and psychological readiness (motivation, confidence).<\/span><\/p>\n<h4><span style=\"font-size: 14pt;\"><strong>To <\/strong><strong>Manage <\/strong><\/span><span style=\"font-size: 14pt;\"><strong><a href=\"https:\/\/mgrush.com\/blog\/meeting-conflicts\/\" target=\"_blank\" rel=\"noopener\">Meeting Conflict<\/a><\/strong><\/span><span style=\"font-size: 14pt;\"><strong>, <\/strong><strong>Assess Readiness<\/strong><\/span><\/h4>\n<p><span style=\"font-size: 14pt;\">To assess the group\u2019s readiness, ask yourself these two questions:<\/span><\/p>\n<ol>\n<li><span style=\"font-size: 14pt;\">\u201cDo they have the necessary skills or information?\u201d (task readiness). Groups in Stages 1 and 2 lack task readiness.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">\u201cDo they have the appropriate emotional qualities or resources (relationship readiness)?\u201d Groups in Stages 2 and 3 lack relationship readiness.<\/span><\/li>\n<\/ol>\n<p><span style=\"font-size: 14pt;\">Most importantly, groups in Stage 4 are ready to complete the task and build relationships.<\/span><\/p>\n<h3><span style=\"font-size: 14pt;\"><strong>Leadership Styles to Manage <\/strong><\/span><span style=\"font-size: 14pt;\"><strong><a href=\"https:\/\/mgrush.com\/blog\/meeting-conflicts\/\" target=\"_blank\" rel=\"noopener\">Meeting Conflict<\/a><\/strong><\/span><\/h3>\n<p><span style=\"font-size: 14pt;\">As a leader, you monitor these two dimensions (task and relationship) constantly on both group and individual levels. As you monitor, you express your assessment of the situation with two types of leadership behavior. Consequently, these include:<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 14pt;\">Task\/ directive behavior (i.e., process policeman)<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Relationship behavior (i.e., empathetic listening)<\/span><\/li>\n<\/ul>\n<h4 class=\"p1\"><span class=\"s1\" style=\"font-size: 14pt;\"><b>Understanding Task Behavior<\/b><\/span><\/h4>\n<p class=\"p2\"><span style=\"font-size: 14pt;\"><span class=\"s1\">Task behaviors are characterized by the degree to which a leader engages in directing or controlling group activities (tasks). Direct or control meetings when you assess<\/span><span class=\"s1\">\u00a0that the participants have exhibited a comparatively <i>low<\/i> level of readiness <i>to do<\/i> a specific task, with examples of task behaviors including :<\/span><\/span><\/p>\n<ul class=\"ul1\">\n<li class=\"li3\"><span class=\"s1\" style=\"font-size: 14pt;\">Controlling (intervening to change the method or situation)<\/span><\/li>\n<li class=\"li3\"><span class=\"s1\" style=\"font-size: 14pt;\">Defining roles<\/span><\/li>\n<li class=\"li3\"><span class=\"s1\" style=\"font-size: 14pt;\">Directing (supervising and tracking accomplishments against the plan, recommending or insisting upon certain methods or procedures)<\/span><\/li>\n<li class=\"li3\"><span class=\"s1\" style=\"font-size: 14pt;\">Explaining the agenda and <a href=\"https:\/\/mgrush.com\/blog\/ground-rules\/\" target=\"_blank\" rel=\"noopener noreferrer\">ground rules<\/a><\/span><\/li>\n<li class=\"li3\"><span class=\"s1\" style=\"font-size: 14pt;\">Organizing (providing access to resources, establishing procedures, etc.)<\/span><\/li>\n<li class=\"li4\"><span class=\"s1\" style=\"font-size: 14pt;\">Setting <a href=\"https:\/\/mgrush.com\/blog\/smart-measures\/\" target=\"_blank\" rel=\"noopener noreferrer\">goals<\/a>, deadlines, planning<\/span><\/li>\n<\/ul>\n<p class=\"p5\"><span class=\"s1\" style=\"font-size: 14pt;\">Therefore, use task leadership behavior to move a group from Stage 1 (by <i>telling<\/i>) to Stage 2 (for <i>selling<\/i>).<\/span><\/p>\n<h4 class=\"p1\"><span class=\"s1\" style=\"font-size: 14pt;\"><b>Understanding Relationship Behavior<\/b><\/span><\/h4>\n<p class=\"p3\"><span style=\"font-size: 14pt;\"><span class=\"s1\">Relationship behaviors are characterized by the degree to which a leader engages in developing a relationship amongst participants knowing that the relationship is a key factor in completing. Therefore, such behaviors\u00a0<\/span><span class=\"s1\">are appropriate when the leader\u2019s assessment is that the participants have exhibited a level of readiness to do a specific task. Some examples of relationship behaviors are:<\/span><\/span><\/p>\n<ul class=\"ul1\">\n<li class=\"li4\"><span style=\"font-size: 14pt;\"><a href=\"https:\/\/mgrush.com\/blog\/active-listening\/\" target=\"_blank\" rel=\"noopener noreferrer\"><span class=\"s1\">Active listening<\/span><\/a><\/span><\/li>\n<li class=\"li4\"><span class=\"s1\" style=\"font-size: 14pt;\">Establishing two-way communication; i.e., dialogue in which all parties have equal opportunity to participate\/ exchange views<\/span><\/li>\n<li class=\"li5\"><span class=\"s1\" style=\"font-size: 14pt;\">Facilitating by <a href=\"https:\/\/mgrush.com\/blog\/how-to-develop-questions\/\" target=\"_blank\" rel=\"noopener noreferrer\">asking questions<\/a><\/span><\/li>\n<\/ul>\n<p class=\"p6\"><span class=\"s1\" style=\"font-size: 14pt;\">Therefore, use relationship leadership behavior to move the group from Stage 2 (where you are <i>selling<\/i>) through Stage 3 (with a participating style) and into Stage 4 (where you <i>delegate<\/i>).<\/span><\/p>\n<h4 class=\"p1\"><span class=\"s1\" style=\"font-size: 14pt;\"><b>Differences Between Task and Relationship Behaviors<\/b><\/span><\/h4>\n<p class=\"p8\"><span class=\"s1\" style=\"font-size: 14pt;\">Another way to think about the difference between <i>task-leader<\/i>\u00a0behaviors and <i>relationship-leader<\/i> behaviors is to remember that task behaviors focus on how the job is done while relationship behaviors focus on how people work together. <b>Task<\/b> behavior <b>enables<\/b> the group to do the job. <b>Relationship<\/b> behavior <b>empowers<\/b> the group. <span class=\"Apple-converted-space\">Therefore, r<\/span>emember that you are a temporary task manager.<span class=\"Apple-converted-space\"> Hence, d<\/span>etermine where the group is with readiness and use the appropriate type of behavior to move them toward successful and efficient completion of the task and deliverable.<\/span><\/p>\n<h3 class=\"p10\"><span class=\"s1\" style=\"font-size: 14pt;\"><b>To Manage Group Conflict . . .<\/b><\/span><\/h3>\n<p class=\"p11\"><span class=\"s1\" style=\"font-size: 14pt;\">When you hear <a href=\"https:\/\/mgrush.com\/blog\/poor-facilitation\/\" target=\"_blank\" rel=\"noopener noreferrer\">communication problems<\/a> consider the following:<\/span><\/p>\n<ul class=\"ul1\">\n<li class=\"li12\"><span class=\"s1\" style=\"font-size: 14pt;\">Capture what each person is saying\u2014write it on the <a href=\"https:\/\/mgrush.com\/blog\/writing-easels\/\" target=\"_blank\" rel=\"noopener noreferrer\">flip charts<\/a> without putting their names by the ideas.<\/span><\/li>\n<li class=\"li12\"><span class=\"s1\" style=\"font-size: 14pt;\">Draw pictures using visual aids, flip charts, and models. By using <a href=\"https:\/\/mgrush.com\/blog\/meeting-graphics\/\" target=\"_blank\" rel=\"noopener noreferrer\">visual<\/a> support or other exercises, participants learn about their business.<\/span><\/li>\n<li class=\"li12\"><span class=\"s1\" style=\"font-size: 14pt;\">Get the group to see both <a href=\"https:\/\/mgrush.com\/blog\/facilitate-multiple-generations\/\" target=\"_blank\" rel=\"noopener noreferrer\">similarities and differences<\/a>.<\/span><\/li>\n<li class=\"li12\"><span class=\"s1\" style=\"font-size: 14pt;\">Move the focus of the group away from people and onto the issue(s) at hand.<\/span><\/li>\n<li class=\"li13\"><span class=\"s1\" style=\"font-size: 14pt;\">Summarize both similarities and differences and get the group to decide what to do with them or move along to the next step.<\/span><\/li>\n<\/ul>\n<p class=\"p14\"><span class=\"s1\" style=\"font-size: 14pt;\">By augmenting discussions with visual support or other <a href=\"https:\/\/mgrush.com\/blog\/challenge-groupthink\/\" target=\"_blank\" rel=\"noopener noreferrer\">exercises<\/a>, participants create shared learnings about their organization.<\/span><\/p>\n<h4 class=\"p10\"><span class=\"s1\" style=\"font-size: 14pt;\"><b>Paradigms Put You on Alert to Manage <\/b><\/span><span style=\"font-size: 14pt;\"><strong><a href=\"https:\/\/mgrush.com\/blog\/meeting-conflicts\/\" target=\"_blank\" rel=\"noopener\">Meeting Conflict<\/a><\/strong><\/span><\/h4>\n<p class=\"p16\"><span class=\"s1\" style=\"font-size: 14pt;\">Paradigms are established accepted norms, patterns of behavior, or shared sets of assumptions.<span class=\"Apple-converted-space\"> Hence, t<\/span>hey are models that establish boundaries or rules for success.<span class=\"Apple-converted-space\"> Therefore, p<\/span>aradigms may present structural barriers to creativity based on psychological, cultural, and environmental factors, with<span class=\"Apple-converted-space\">\u00a0e<\/span>xamples including:<\/span><\/p>\n<ul class=\"ul1\">\n<li class=\"li14\"><span class=\"s1\" style=\"font-size: 14pt;\">Flow charts, diagrams, and other conventions for presenting information (e.g., swim lane diagrams) <\/span><\/li>\n<li class=\"li14\"><span class=\"s1\" style=\"font-size: 14pt;\">Stereotypes about men and women and their roles in business, family, and society<\/span><\/li>\n<li class=\"li14\"><span class=\"s1\" style=\"font-size: 14pt;\">Where people sit in meetings\u2014once they find a seat it becomes their seat for the rest of the meeting<\/span><\/li>\n<\/ul>\n<h4 class=\"p10\"><span class=\"s1\" style=\"font-size: 14pt;\"><b>Groupthink Demands You to Manage Group Conflict<\/b><\/span><\/h4>\n<p class=\"p16\"><span style=\"font-size: 14pt;\"><span class=\"s1\">As creatures of habit, we blindly subscribe to o<\/span><span class=\"s1\">ur cultural paradigms, unknowingly allow our <a href=\"https:\/\/mgrush.com\/blog\/guard-against-bias\/\" target=\"_blank\" rel=\"noopener noreferrer\">biases<\/a> and prejudices to affect our <a href=\"https:\/\/mgrush.com\/blog\/evidence-based\/\" target=\"_blank\" rel=\"noopener noreferrer\">decision-making<\/a>, and readily fall prey to groupthink.<span class=\"Apple-converted-space\"> Because, t<\/span>here is power in large numbers, but not necessarily quality. <a href=\"https:\/\/mgrush.com\/blog\/voting-sucks\/\" target=\"_blank\" rel=\"noopener noreferrer\">Voting<\/a>, for example, reflects a method of groupthink decision-making. As you know, the winner is not necessarily a better decision, it only reflects a bigger number.<\/span><\/span><\/p>\n<h3 class=\"p10\"><span class=\"s1\" style=\"font-size: 14pt;\"><b>Challenge Both Paradigms and Groupthink<\/b><\/span><\/h3>\n<p class=\"p16\"><span class=\"s1\" style=\"font-size: 14pt;\">To cause groups to challenge their paradigms or groupthink:<\/span><\/p>\n<ul class=\"ul1\">\n<li class=\"li14\"><span class=\"s1\" style=\"font-size: 14pt;\">Ask the \u201cParadigm Shift\u201d question\u2014\u201cWhat is impossible today, but if made possible . . . What would you do differently?\u201d\u00a0<\/span><\/li>\n<li class=\"li12\"><span class=\"s1\" style=\"font-size: 14pt;\">Force the group to look at a familiar idea or scenario in a new way by changing their perspective. <a href=\"https:\/\/mgrush.com\/blog\/root-cause-analysis\/\" target=\"_blank\" rel=\"noopener noreferrer\">Shifting perspectives<\/a> frequently helps \u201cshake\u201d paradigms. Consider using Edward de Bono\u2019s <i>Thinking Hats<\/i> or imposing some other <a href=\"https:\/\/mgrush.com\/blog\/scenario-planning\/\" target=\"_blank\" rel=\"noopener\">perspective<\/a> or comparison such as:<\/span><\/li>\n<\/ul>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul class=\"ul1\">\n<li class=\"li12\"><span class=\"s1\" style=\"font-size: 14pt;\">Ant colony compared to a penal colony<\/span><\/li>\n<li class=\"li12\"><span class=\"s1\" style=\"font-size: 14pt;\">A weather system compared to a gambling system<\/span><\/li>\n<li class=\"li14\"><span class=\"s1\" style=\"font-size: 14pt;\">Monastery compared to the mafia<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<ul class=\"ul1\">\n<li class=\"li14\"><span class=\"s1\" style=\"font-size: 14pt;\">Have a few tools in your hip pocket that can be readily found with <a href=\"http:\/\/books.google.com\/books\/about\/The_Big_Book_Of_Team_Building_Games.html?id=ezYA0E69D9UC\" target=\"_blank\" rel=\"noopener noreferrer\">Scannel and Newstrom\u2019s<\/a> series or many other sources.<\/span><\/li>\n<li class=\"li14\"><span class=\"s1\" style=\"font-size: 14pt;\">Use the \u201cFive-year Old\u201d routine\u2014ask\u2014\u201cBut <b><i>why<\/i><\/b>?\u201d frequently, or until the group thoroughly discusses an issue, its assumptions, and implications. Also consider the simple challenge, \u201cBecause?\u201d<\/span><\/li>\n<\/ul>\n<h3 class=\"p19\"><span style=\"font-size: 14pt;\"><span class=\"s1\"><b>Don&#8217;t Forget, People <\/b><\/span><span class=\"s5\"><b>DO<\/b><\/span><span class=\"s1\"><b> Change<\/b><\/span><\/span><\/h3>\n<div id=\"attachment_9162\" style=\"width: 610px\" class=\"wp-caption alignright\"><img wpfc-lazyload-disable=\"true\" loading=\"lazy\" decoding=\"async\" aria-describedby=\"caption-attachment-9162\" class=\"wp-image-9162\" src=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2011\/10\/People-Do-Change-300x108.png\" alt=\"Manage Conflict Because People Do Change\" width=\"600\" height=\"217\" srcset=\"https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2011\/10\/People-Do-Change-300x108.png 300w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2011\/10\/People-Do-Change-768x278.png 768w, https:\/\/mgrush.com\/blog\/wp-content\/uploads\/2011\/10\/People-Do-Change.png 990w\" sizes=\"(max-width: 600px) 100vw, 600px\" \/><p id=\"caption-attachment-9162\" class=\"wp-caption-text\"><strong><span style=\"font-size: 14pt;\">People Do Change<\/span><\/strong><\/p><\/div>\n<p class=\"p16\"><span style=\"font-size: 14pt;\"><span class=\"s6\"><a href=\"http:\/\/www.drwaynedyer.com\/\" target=\"_blank\" rel=\"noopener noreferrer\">Dr. Wayne Dyer<\/a><\/span><span class=\"s1\"> proved that people do change. Because there is a quantum shift of values after living twenty to thirty years with both men and women.<span class=\"Apple-converted-space\"> Hence, t<\/span>he shifts shown occur after a notable change in maturity, such as we find today with \u201cempty nesters\u201d or people who find themselves no longer hosting others, in particular, their own children.<\/span><\/span><\/p>\n<\/div>\n<p><span style=\"font-size: 14pt;\">For some clear and specific suggestions, here are four straightforward activities you can perform to <a href=\"https:\/\/mgrush.com\/blog\/meeting-conflicts\/\" target=\"_blank\" rel=\"noopener noreferrer\">resolve conflict<\/a>. Additionally, see the <a href=\"https:\/\/mgrush.com\/blog\/meeting-conflicts\/\" target=\"_blank\" rel=\"noopener noreferrer\">article<\/a> for detailed support on the four activities below:<\/span><\/p>\n<ol>\n<li><span style=\"font-size: 14pt;\">Appeal to the common purpose<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Active listening (for reasons and rationale)<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Appeal to objectives<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Document and escalate<\/span><\/li>\n<\/ol>\n<p>&nbsp;<\/p>\n<p><span style=\"color: #ff0000; font-size: 14pt;\">*<span style=\"color: #333333;\">IAF Core Facilitator Competencies C3<\/span><\/span><\/p>\n<div>\n<h4 style=\"text-align: center;\"><span style=\"color: #ff0000; font-size: 14pt;\"><strong>______<\/strong><\/span><\/h4>\n<p><span style=\"font-size: 14pt;\">Don\u2019t ruin your career by hosting <a href=\"https:\/\/mgrush.com\/blog\/bad-meetings\/\">bad meetings<\/a>. Sign up for a <a href=\"https:\/\/mgrush.com\/public-facilitation-training\/\" target=\"_blank\" rel=\"noopener\">workshop<\/a> or send this to someone who should. <em><a href=\"https:\/\/web.archive.org\/web\/20260106090117\/https:\/\/mgrush.com\/\">MGR<span style=\"font-size: 12pt;\">USH<\/span><\/a><\/em> workshops focus on meeting design and practice. Each person practices tools, methods, and activities daily during the week. Therefore, while some call this immersion, we call it the road to building high-value facilitation skills.<\/span><\/p>\n<h3 style=\"text-align: center;\"><span style=\"color: #ff0000; font-size: 14pt;\"><strong>______<\/strong><\/span><\/h3>\n<p><span style=\"font-size: 12pt;\">With Bookmarks no longer a feature in WordPress, we need to append the following for your benefit and reference<\/span><\/p>\n<ul>\n<li><span style=\"font-size: 12pt;\">20 Prioritization Techniques = <a href=\"https:\/\/foldingburritos.com\/product-prioritization-techniques\/\">https:\/\/foldingburritos.com\/product-prioritization-techniques\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 12pt;\">Creativity Techniques = <a href=\"https:\/\/www.mycoted.com\/Category:Creativity_Techniques\">https:\/\/www.mycoted.com\/Category:Creativity_Techniques<\/a><\/span><\/li>\n<li><span style=\"font-size: 12pt;\">Facilitation Training Calendar = <a href=\"https:\/\/mgrush.com\/public-facilitation-training-calendar\/\">https:\/\/mgrush.com\/public-facilitation-training-calendar\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 12pt;\">Liberating Structures = <a href=\"http:\/\/www.liberatingstructures.com\/ls-menu\">http:\/\/www.liberatingstructures.com\/ls-menu<\/a><\/span><\/li>\n<li><span style=\"font-size: 12pt;\">Management Methods = <a href=\"https:\/\/www.valuebasedmanagement.net\/\">https:\/\/www.valuebasedmanagement.net<\/a><\/span><\/li>\n<li><span style=\"font-size: 12pt;\">Newseum = https:\/\/www.freedomforum.org\/todaysfrontpages\/<\/span><\/li>\n<li><span style=\"font-size: 12pt;\">People Search = <a href=\"https:\/\/pudding.cool\/2019\/05\/people-map\/\">https:\/\/pudding.cool\/2019\/05\/people-map\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 12pt;\">Project Gutenberg = http:\/\/www.gutenberg.org\/wiki\/Main_Page<\/span><\/li>\n<li><span style=\"font-size: 12pt;\">Scrum Events Agendas = <a href=\"https:\/\/mgrush.com\/blog\/scrum-facilitation\/\">https:\/\/mgrush.com\/blog\/scrum-facilitation\/<\/a><\/span><\/li>\n<li><span style=\"font-size: 12pt;\">Speed test = <a href=\"https:\/\/www.speedtest.net\/result\/8715401342\">https:\/\/www.speedtest.net\/result\/8715401342<\/a><\/span><\/li>\n<li><span style=\"font-size: 12pt;\">Teleconference call = <a href=\"https:\/\/youtu.be\/DYu_bGbZiiQ\">https:\/\/youtu.be\/DYu_bGbZiiQ<\/a><\/span><\/li>\n<li><span style=\"font-size: 12pt;\">The Size of Space = https:\/\/neal.fun\/size-of-space\/<\/span><\/li>\n<li><span style=\"font-size: 12pt;\">Thiagi\/ 400 ready-to-use training games = <a href=\"http:\/\/thiagi.net\/archive\/www\/games.html\">http:\/\/thiagi.net\/archive\/www\/games.html<\/a><\/span><\/li>\n<li><span style=\"font-size: 12pt;\">Visualization methods = <a href=\"http:\/\/www.visual-literacy.org\/periodic_table\/periodic_table.html\">http:\/\/www.visual-literacy.org\/periodic_table\/periodic_table.html#<\/a><\/span><\/li>\n<li><span style=\"font-size: 12pt;\">Walking Gorilla = <a href=\"https:\/\/youtu.be\/vJG698U2Mvo\">https:\/\/youtu.be\/vJG698U2Mvo<\/a><\/span><\/li>\n<\/ul>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>A meeting without conflict is a boring meeting, and we&#8217;ve seen very little value derived from predictable and unexciting meetings and workshops.\u00a0However, internal and external conflict reflect emotions that, when harnessed, enable creative change and improvement. So rather than run, learn how to understand and manage group conflict. Additionally, the *International Association of Facilitators aspires [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":472,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_wp_convertkit_post_meta":{"form":"-1","landing_page":"","tag":"0","restrict_content":"0"},"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[453185969,453185952,453185951,453185953,55884429,453185955],"tags":[453190644,453192458,238773,453191397,453190969,270263,453192457,453190968,453192459,453192460],"class_list":["post-9260","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-communication-skills","category-facilitation-skills","category-leadership-skills","category-managing-conflict","category-meeting-support","category-meeting-tools","tag-difficult-participants","tag-dr-wayne-dyer","tag-edward-de-bono","tag-facilitate-group-conflict","tag-group-conflict","tag-groupthink","tag-iaf-core-facilitator-competencies-c3","tag-manage-group-conflict","tag-scannel-and-newstrom","tag-tuckman-model"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.7 (Yoast SEO v27.7) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Don&#039;t Run! 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However, he also observed meetings that worked. What set them apart? A well-prepared leader who structured the session to ensure participants contributed meaningfully and achieved clear outcomes. Throughout his career, Metz, who earned an MBA from Kellogg (Northwestern University) experienced and also trained in various facilitation techniques. In 2004, he purchased MG RUSH where he shifted his focus toward improving established meeting designs and building a curriculum that would teach others how to lead, facilitate, and structure meetings that drive results. His expertise in training world-class facilitators led to the 2020 publication of Meetings That Get Results: A Guide to Building Better Meetings, a comprehensive resource on effectively building consensus. Grounded in the principle that \u201cnobody is smarter than everybody,\u201d the book details the why, what, and how of building consensus when making decisions, planning, and solving problems. Along with a Participant\u2019s Guide and supplemental workshops, it supports learning from foundational awareness to professional certification. Metz\u2019s first book, Change or Die: A Business Process Improvement Manual, tackled the challenges of process optimization. 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