Sometimes, The Truth Hurts

Conflict, it turns out, is the real mother of invention. The relationship between conflict and innovation has been established by experts in organizational development who say creativity and productivity are not only greatly enhanced by conflict, but in fact, depend on it. The implications for teamwork are tremendous as well. "Innovation will protect and expand our position. But we need to be more innovative and that means we need to surface conflict," says Warner B. Wims, president of WBW & Associates.

When it comes to teamwork, however, not just any type of conflict will do, according to Warner, who says, "Knowing how to be in conflict with colleagues without inflicting damage is what determines success. But it's easier said than done, because it is contrary to human nature.

In her book, "Territorial Games: Understanding & Ending Turf Wars at Work," organizational effectiveness expert Annette Simmons identifies 10 types of "territorial game players." Her corporate rogues gallery covers the obvious, such as the intimidator, but also includes those who often avoid conflict through passive/aggressive behavior such as feigning cooperation and then selectively disclosing vital information, or, at the other end of the spectrum, over-disclosure to overwhelm the opposition.

The wrong kind of conflict--the kind that is turf-oriented--has a corrosive effect that ultimately affects service quality, says Warner. The right kind--the kind that is truth-oriented--aids the process of teambuilding. Again, not an easy change, but one of the great characteristics of our nature is that we are adaptable and with training and practice, behavior and culture can change.

The process begins with creation of an open environment where it is possible to speak your mind. "Call it the no-fear environment," says Warner. "It's a culture where people are secure in the knowledge there will be no reprisal for expressing their opinion or telling the truth."

The culture of Silicon Valley, where CEOs are often read the riot act via e-mail by their own employees whenever they propose bad ideas or disseminate messages perceived as disingenuous, is a good example. Not that getting "flamed" by the rank and file isn't sometimes shocking to a manager or executive, but good leaders "understand the need for that knowledge and are detached from the emotional aspect of the message," says Warner.

Creating that no-fear environment isn't just management's job. It's everyone's responsibility. So how can we use conflict effectively to promote and build teamwork on a daily basis? Here are a few tips from Warner:

BE COURAGEOUS AND TAKE RISKS. Being a contrarian or telling the truth isn't easy; you have to overcome a real fear. You may get shot down. But don't shy away from conflict; it's vital to success.

COMMUNICATE WITH RESPECT. There's a difference between yelling and telling the truth. No personal attacks on others.

INTENSIFY YOUR CLIENT FOCUS. Keep the end user in mind. Who are we doing this for and why? Continuously bring whatever team you're working with back to that truth.

THINK IT THROUGH. Don't be the contrarian just to generate conflict. But if you've thought carefully about an issue or challenge and are convinced a group solution isn't working, speak up.