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4 Steps to Conflict Resolution

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Over the years, working with many leaders and teams experiencing conflict, we have found that there is a simple structure, when kept in mind, increases success in conflict situations. The steps are:

1. Understand the Issue
2. Set a vision
3. Explore Alternatives
4. Agree on Action

With that said, it is hard to always follow it perfectly. It is meant as a guideline to address the key aspects of conflict situations. These 4 steps is… Read the full article >

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How to Turn Your Group into a Team

Much of what is called teams in workplaces are merely groups. Groups whose behavior seems quite arbitrary and whose members don’t necessarily have any allegiance to each other. With lack of allegiance comes siloed thinking, the politics of power rather than the politics of accountability, and an underwhelming pace and quality of work.

But teams are different. A team is a collection of people who are mutually committed to the team itself and to achieving the team’s goals. Additionally, teams have a sense of mutual accountability, something groups usually don’t have.

Another way to look at it: If a… Read the full article >

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Collaboration’s Biggest Misconception

Traditional thinking is that collaboration is driven from the top down. The fatal assumption is this: that the leader sets a vision for teamwork and then people will eventually come along. In theory this makes sense, and some element of this is true. Yet it misses something essential: employees hold the keys.

The fact is that much of collaborative process comes from the bottom up. Yes the leader must have a business need driving the need for collaboration such as innovation to beat the competition, quicker responsiveness to customers’ requests to close deals, better quality products. And they must… Read the full article >

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Why Great Teams Speak Up and Challenge Their Leaders

A recent study at MIT confirmed that many of you reading this need to speak up!

I agree. In my experience working teams made up of scientists, MD’s, engineers, and researchers, many of these leaders were talkers to the detriment of team performance. They are often articulate and captivating, naturally adding value when they speak. But over time, when they lead the conversation, others just check out. The team sits in silence and the result is one-dimensional results.

This is a leadership problem, of sorts, that can be resolved.

After a few hours with a R&D team at a… Read the full article >

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