A client who was dealing with a deteriorating relationship between two teams in their organisation decided to contact us. The teams had important work to deliver between them and yet the relationship between the two teams had disintegrated. The conflict had spilled over. These two teams usually work in partnership and now they were struggling to engage.
This scenario was multi-layered. Rather than just one source of conflict there were multiple components. The following sources of conflict were present:
The single most important task is to engage with the individuals most affected by this negative dynamic and listen to them.
A series of 1:1 face-to-face conversations were established with the aim of listening to each individual’s perspective. Only by listening to each person was it possible to identify the patterns in play.
Our focus is always on identifying the communication and behavioural patterns being used in any conflict situation. Once we understand these patterns movement can be made.
Feedback was arranged between the most senior leaders where the patterns were presented and alternative behavioural and communication traits were suggested.
At this time feedback was presented on the nature of the power dynamics in play. This is by its nature a delicate conversation to have, we always have it though.
Individual feedback was given to the key individuals that ended up being the protagonists.
A facilitated session was delivered with both teams in the same space. Using a PinPoint Facilitation Process a new way of working for the teams was devised. Stretching outcomes and a team charter were developed outside the workshop.