Resilient leadership is about adaptability, open communication, and creating a positive culture. Leaders need to build strong relationships, set attainable goals, and foster collaboration within their teams. By embracing these insights & watching our leadership webinar, you can navigate uncertainty with greater confidence and resilience.
When we look at how the world has changed over the last few years, resilient leadership has become more critical than ever. Leaders face uncertainty, ambiguity, and evolving challenges, making it essential to adapt and guide their teams effectively. Our webinar on the challenges facing modern leaders provided valuable insights into building resilient leadership in uncertain times. Watch the full webinar below, or read on for a look at some of the key takeaways.
Watch our Leadership Webinar: The Top Challenges Facing Modern Leaders
1. Culture isn’t just an abstract concept; it’s the driving force
Culture is the driving force behind how people in an organization behave and make decisions. The culture within an organization plays a significant role in shaping behavior and attitudes. It has a powerful influence on how employees collaborate and interact. Andrea Tomasini firmly states, “The culture we create in the work environment is much more strong and relevant in the day-to-day relationship between people.”
As organizations become more diverse and global, understanding and managing organizational culture becomes even more crucial. Different cultural backgrounds bring unique perspectives and expectations to the table. Leaders must recognise these differences and create an inclusive culture where everyone feels valued and heard.
Tomasini maintains, “We need to leverage the culture that makes us common: our values, our principles, our established rituals, our way of interacting with one another. Those are the things that we know for sure won’t change because they only depend on us and the way we relate to one another. That creates a sense of strength and certainty, which is very strong and can help us find new structures to create the value and achieve the goal we wanted to achieve.”
Building a positive and adaptive culture is essential for enabling teams to thrive in uncertain environments. A culture that encourages innovation, open communication, and continuous learning empowers employees to tackle challenges creatively.
2. Resilient leadership involves creating new experiences for teams
These new experiences are designed to reshape beliefs and behaviors, fostering collaboration and problem-solving.
A mindset that embraces collective responsibility can contribute to a team’s overall teamwork capabilities. As leaders, we must create experiences that foster shared responsibility and accountability. Daniel Lynn notes that teams must ask themselves, “How are we going to work together? How are we going to collectively own this problem?” He answers, “ultimately, it is our job as a team to solve that problem. We all bring different knowledge and skills into it. We all have an interesting perspective. Let’s lean into that.”
Whether it’s through innovative meetings, diverse approaches, or unique team-building exercises, leaders should actively seek ways to introduce fresh experiences that challenge the status quo.
The specific approach to creating new experiences may vary based on cultural context. For example, while a rousing speech may motivate teams in some cultures, others may prefer a more structured approach. Understanding these preferences helps leaders customize their strategies effectively.
3. Setting attainable, short-term goals is crucial in times of uncertainty
Unrealistic long-term goals can overwhelm teams and lead to demotivation. Resilient leaders collaborate with their teams to establish achievable and relevant goals for the current environment.
In the leadership webinar, Lynn states, “When you realize the goal you are trying to achieve is unrealistic, then a good way to go about it as a leader is to trust the capability of the team and just ask them: ‘Okay, we’re not going to get this goal but what can we get instead which goes in a similar direction?’”. These short-term wins provide a sense of accomplishment and maintain motivation.
Toimasini adds, “A good leader today needs to be able to set goals which are attainable. Short-term goals are something that people can work with, and even if there is still uncertainty, we can find multiple different strategies or options to cope with that uncertainty.” This, he says, helps us to avoidbeing overwhelmed by goals that are so long-term that it’s hard to figure out where to start.
4. Lean into open communication and acknowledge anxiety
Resilient leadership centers on nurturing strong relationships within the organization. Open communication is key to achieving this. Leaders should create an environment where team members feel comfortable sharing their concerns, ideas, and even their anxieties. As Lynn notes, “Yes, we all have anxiety and that’s okay to be open about it.” Encouraging open dialogue fosters trust and strengthens team bonds.
Lynn continues, “One of the things that we keep advocating for is to lean into your relationships and lean into other people.” Expressing anxiety is normal, especially in uncertain times. Leaders play a vital role in normalizing these feelings by acknowledging their own anxieties and encouraging team members to do the same. This openness reduces the stigma around anxiety and creates a more empathetic workplace culture.
5. Minimize the “Us vs Them” mindset
Resilient leaders must evaluate aspects of the work environment that create division or “Us vs Them” conflicts. This division can arise from various sources, such as departmental rivalries or hierarchical structures. Leaders should actively work to break down these collaboration barriers.
In the leadership webinar, Lynn emphasizes this point: “Those “Us vs Them” things aren’t going to help you build resilient teams and resilient strategies. Those are the places that you may reevaluate: is this approach really helping me, or is there another approach that’ll serve us better?”
Collaboration and teamwork should be used to address challenges collectively. Resilient leaders emphasize the importance of working together rather than pitting different groups or individuals against each other. A united front is essential for tackling uncertainty effectively.
Today’s economic markets are dynamic, and this means the workplace also needs to be. Fast problem solving, decision making and collaboration with colleagues and customers play an important role. To be successful, employees need to bring more than just technical expertise alone. The ability to effectively navigate complex interactions, communicate with clarity, and collaborate effectively with others is essential. These abilities, often referred to as soft skills are critical to boost collaboration and to develop workplaces that enable people to work effectively and with ease.
In this comprehensive guide, we will examine ten essential soft skills that can transform your professional journey more closely. Whether you’re an HR professional looking to enhance your company’s capabilities or an individual eager to boost your career, this article offers insights and actionable steps to work on your soft skills.
Scrum has been proven to be a powerful framework for managing complex projects and delivering valuable products. As companies have become more Agile, the role of the Scrum Master has also become more important. If you’re intrigued by the idea of leading teams, fostering collaboration, and enabling seamless project delivery, becoming a Scrum Master could be the perfect path for you. In this complete guide, we’ll break down the steps on the path to becoming a Scrum Master and give you valuable insights to help you make an informed decision.
Product Owners bridge the gap between customers, stakeholders, and the development team, playing a crucial role in delivering competitive products to market as quickly as possible. A good product that delights customers is the core of any successful business, so it’s no wonder that people who are in charge of developing good products are in high demand. This article will provide you with an overview of how to become a Product Owner, listing the skills, traits, certifications, and steps to take on this journey.
Teamwork is an indispensable element for achieving success in any organization. However, the path to effective collaboration is not without its challenges. From conflicts and communication breakdowns to poor management and a lack of trust, teams often face numerous obstacles that can hinder progress and the realization of business goals. But don’t worry, because in every challenge lies an opportunity for growth and improvement.
In today’s rapidly evolving and complex business environment, diversity, collaboration, and innovation are more critical than ever. When departments work in isolation, this can lead to communication breakdowns and a lack of shared vision, as well as inefficiencies that hinder growth. Enter cross-functional teams, a dynamic approach to project management and problem-solving that is transforming the way businesses operate.
Turning Tides: An Agile Coach’s Journey through Workplace Conflict and Resolution
It was a Thursday afternoon, just like any other in the bustling, open-concept office of Swift Software Inc. As an Agile Coach, I was overseeing multiple teams, all engrossed in their tasks. Amid the usual hum of industrious chatter, a sudden sharp exchange of words grabbed my attention. It came from Team Phoenix, known for their remarkable synergy and usually seamless operations.
Sarah, a seasoned developer, and Alex, a UX designer who recently joined the team, were in a heated argument. Their usually lively eyes were fueled by a different kind of spark that day. Alex had proposed a significant design overhaul for our next sprint, one he believed would improve user experience substantially. Sarah, however, found his changes to be unnecessary and risky, given the tight deadlines.
Their disagreement quickly grew into a full-blown conflict, involving the entire team. The room was soon divided, tension thick in the air. Work came to a standstill, replaced with heated discussions, and I knew something had to be done.
As a seasoned Agile Coach, I had navigated the turbulent seas of conflict before. I knew that this confrontation, if dealt with correctly, could lead to growth and innovation rather than discord. Here’s the step-by-step approach I used, which might come in handy for you too.
The big difference between disagreements and conflicts is that two people having a disagreement can remain good friends or colleagues, their relationship remains intact and contact is upheld. Sometimes they may find themselves even strengthened by such differences. In conflicts, relationships often turn sour and communication ends.
Conflicts are disagreements that lead to tension within and between people, and conflict in the workplace is no different. The disagreement concerns an issue, whereas the ensuing tension affects the relationship. Thus, a conflict always has the duality of dealing with both an issue and a relationship. Effective conflict resolution must therefore address both. If we do not deal with the issue at hand, solutions will be short-lived. If we do not deal with the affected personal, human relationship, tension between those in conflict will remain.
While issues being disagreed upon are often concrete and tangible, making it easier to identify what lies at their core, relationships between people present the most complex element in a conflict. As an added complication, our capacity for the required empathy and finesse to resolve interpersonal conflict may vary from day to day.
Recognizing the Conflict
The first step is to recognize that there is a disagreement. It’s easy to ignore or avoid it in the hope that it would go away on its own, but my experience has taught me that this rarely happens. Instead, if problems are not addressed directly, they tend to linger and escalate. Recognizing the problem early provides for a more proactive approach to conflict resolution.
Understanding the Nature of the Conflict
It is critical to understand the fundamental cause of a disagreement. Is it a miscommunication? Conflicting priorities? Conflicting personalities? Different perspectives can contribute value to a team, but they can also lead to conflict if not managed properly. Identifying the true source and its level of escalation are the first step towards fixing the problem.
Five Dimensions of Conflict
When people are in conflict, it usually means that they have a need that has not been met. This need is usually linked to one or more of five different dimensions: Structural, instrumental, interest, value or personal. Different dimensions present different challenges. It should be noted that conflict in the workplace may span more than one dimension; in fact, most conflicts are embedded within two or more dimensions.
The structural dimension: The surrounding framework that we live and work in. Conflict resolution will not change the structural dimension, but it may reveal areas that need attention to prevent future conflicts. Grassroots movements or other democratic measures can influence decision-makers in structural conflicts.
The instrumental dimension: Conflicts with an instrumental basis are typically concrete. For example, two parties disagree on a task. Instrumental disagreements usually keep people focused. Disputes typically end peacefully. Conflicts escalate only if the disagreements are rooted in other dimensions or if great animosity is present. Compromises are the best ways to solve instrumental problems.
The dimension of interest: This dimension is centered on resources: money, time and space for instance. Power and influence can also be resources that are fought over. When dealing with the dimension of interest, a reasonable approach is to negotiate in order to reach an agreement on the division of resources.
The dimension of value: By values we mean personal and cultural values. These values are something that you are willing to fight for. They define what is right and wrong, what one can or cannot do. Conflicts that escalate are often embedded in either the dimension of value or the personal dimension as these dimensions are non-negotiable. The goal is to reach a greater understanding of the other party’s position. When one understands the reasons and background for another person’s values, they are much easier to accept or tolerate.
The personal dimension: This dimension causes numerous disagreements. Emotions and fears rule here. “Am I valued?” “Am I being excluded?” Identity, loyalty, rejection, and self-esteem are personal. As with value, open discourse, appreciative inquiry, and non-violent communication are optimal for the personal dimension.
These dimensions are inextricably linked. When colleagues are in conflict over their workspace, it may appear to be an instrumental conflict, but it may also be rooted in interests and a fight for what one party views as fairness, power, or the need to be recognized. When attempting to resolve a conflict, an examination of its dimensions might provide insight into where to begin or where to focus one’s attention.
Conflict Escalation
Conflicts can escalate if they are allowed to develop without intervention or if affected parties continue to fuel the fire. Personifications, accusations, harmful deeds, or worse can emerge as conflict intensifies. The issue that sparked the disagreement gets increasingly hazy, and what matters now is how wrong the other person is. Communication breaks down; one speaks of, instead of to, the other person. Only the antagonistic relationship remains.
A look at the seven stages of conflict escalation gives us a better understanding of the different levels of maturity and phases of conflict.
The Seven Levels of Conflict Escalation
1. Disagreement: “We just don’t want the same thing”
No conflict exists yet, only a disagreement. Both parties try to solve it reasonably. However, the relationship may deteriorate if issues are not resolved. When someone violates a professional or personal boundary, the other party reacts and escalates.
The Disagreement-Personification border is crucial. After passing it, participants may become uncooperative and tense. One party blames, threatens, and insults the other vocally, gesturally, or physically. The other party usually follows.
2. Personification: “It’s your fault”
Once conflict escalates, focus shifts from the issue to the persons involved, making them and their personal failings and faults the issue. Negative emotions such as fear and confusion begin to interfere with communication between parties. Doubts about the intentions of the other party may arise and make it difficult to think clearly about the issue.
3. The problem expands: “This is not the first time they have done this!”
Old differences that are unrelated to the original issue are brought up.
The border between The Problem Expands and Alliance Building is another important transition as the crisis grows. Dialog ceases, ending the relationship. Resolving issues requires communication. Thus, maintaining a relationship, however tough, is crucial. We understand the need for time off to think and reflect.
4. Alliance building: “Let the gossip start”
Negative emotions limit thinking. Both parties misinterpret each other’s words. Hear selectively. One wants allies to affirm one’s stance and the other’s mistakes. Communication seems pointless and misconstrued.
5. Enemy images: “They’re no good”
One’s thought processes become increasingly entrenched as contact and communication end. One’s perspective gets so one-sided that it’s hard to see the other’s positive points. Before acts of violence, dehumanization is often used to prepare for them.
6. Open hostility: “It’s them or us”
It is no longer human. They cannot be sensible persons suffering from conflict like you. Evil, unreasonable, and unredeemable. This distinction allows psychological and physical aggression. Next, “the ends justify the means” arises. Along this road, blatant hatred becomes more regular, severe, and acceptable.
7. Separation: “Let’s get away”
Co-existence is no longer possible. The parties involved must be separated. Conflict remains unresolvable.
Conflicts do not have a life of their own. Conflicts are the result of how people interact and the issues they disagree on. There are a number of ways or techniques for dealing with conflicts. These strategies are influenced, among other things, by your understanding of conflicts in general.
Open Communication and Active Listening
Creating an environment that fosters open communication is essential. As an Agile Coach, I encourage team members to express their thoughts and feelings using “I” messages, like “I feel overlooked when my ideas aren’t considered”, instead of accusatory “you” messages. I’ve found this approach reduces defensive reactions and fosters understanding.
Active listening is also essential. It’s important to listen, reflect, and respond without interrupting. This not only helps clarify the issues but also makes the parties involved feel heard and understood.
I always remind my team that despite any differences, we share common goals. By refocusing on these shared objectives, we can turn workplace conflict into a constructive discussion on how to best reach our targets.
Finding a Compromise or Consensus
Once everyone’s perspective is understood, we work together to find a solution. This might involve compromise or reaching a consensus where everyone feels their views have been considered.
Resolving Conflict within a Group
When dealing with conflicts in a group setting, it can be useful to perform a flow analysis. A flow analysis views the group being analyzed as a whole system, where each individual is interconnected with the others. The result of the analysis is not directed at any one individual but at the group as a whole. To perform a flow analysis, the group should sit in a circle and ask each member of the group three questions to be answered one-by-one:
How do you disrupt the flow of this group?
Why do you do this?
What do you need in order to be willing to change your strategy?
Every question makes the round once before moving on to the next. Each answer is written on a piece of paper and checked for accuracy with the respondent. After the three rounds, the group is divided into three sub-groups, to tackle a question each question. Each group must then condense the answers to their particular question into as few sentences as possible, without loss of meaning. The result of this process is how the group as a whole believes flow is stopped, why it is stopped and what needs to be done in order to prevent it from being stopped. The process is conducted in complete openness.
Conflict Mediation
Mediation is a voluntary and confidential method of solving conflicts. An impartial third party (the mediator) is brought in to help the two conflicting parties reach a solution that both find satisfactory. The parties are not obliged to reach an agreement or solution and everyone involved, including the mediator, has the option to terminate the process if they wish to. The goal of the process is for both parties to take ownership of the conflict.
Those in conflict in the workplace have a chance to speak their truth and have that truth heard and are in turn required to listen and hear the other side’s truth as well. Hopefully, this results in a restoration of the dignity of both parties and the relationship between them, as well as lasting agreements concerning future interaction.
Conflict mediation generally goes through five steps:
The first, opening step of the process consists of the involved parties and the mediator going over the issue at hand and determining the source of conflict. The mediator then elaborates briefly on the process itself and the different roles within, while confirming their own impartiality. It is important at this stage to both reassure everyone that everything being discussed is entirely confidential and that the whole process is voluntary for everyone involved. It is advisable to take this opportunity at the start to establish the purpose of the mediation and the ground rules for the process, while taking practical matters into consideration, such as the allocated time frame or possible follow-ups. Only when consensus on the framework for the mediation has been reached should the process move on to the next step.
The next step involves gaining an overview of all parties’ accounts of the issue at hand, fostering an open dialog. All aspects of the issue are relevant, from facts to feelings, each parties’ interests and needs.
Once details of the conflict have been established, the next goal is to reach a consensus regarding the problem at hand. Often when conflicts have escalated, there is no longer a single core issue, but a variety of needs, grievances and demands on either side. The goal in this step is to establish which of these issues need to be dealt with.
The fourth step follows up on the established focal points and seeks out possible solutions each side can support. This often involves brainstorming solutions for both sides to co-sign on.
As a final step, the solutions need to be presented and an agreement needs to be reached by all parties.
Follow Up
Resolving a conflict doesn’t stop at finding a solution. I make it a point to follow up, ensuring the agreed-upon solutions are being implemented and the conflict hasn’t resurfaced.
Foster a Positive Work Environment
To prevent conflicts in the first place, I strive to foster an environment of respect, open communication, and collaborative problem-solving. A positive, supportive work culture can often preemptively address many potential conflicts.
Looking back at that Thursday afternoon, I remember how the heated exchange between Sarah and Alex morphed into a turning point for Team Phoenix. The conflict, though initially disruptive, led to more open discussions about each team member’s ideas. Alex’s design changes were partially implemented, taking into consideration Sarah’s concerns about deadlines. The team learned to view conflict not as a destructive force, but as an opportunity to innovate and improve.
In the end, we used the conflict to better the project and strengthen our team’s bond. It was a profound reminder that, when navigated correctly, conflict can be a catalyst for innovation, fostering a more open and communicative team environment.
As Agile Coaches, we have an opportunity to transform the way our teams perceive and handle conflict. Let’s strive to guide them through the stormy seas of disagreement, towards the calm waters of understanding and collaboration. After all, it’s through facing these challenges that our teams learn, grow, and ultimately, soar to new heights.
Want to back your knowledge with a certification?
Try our online course on Navigating Conflict to learn more about this topic and earn a certificate that you can share on your resume or LinkedIn.
Modern day organizations benefit from decentralized decision-making. To be more resilient and flexible, they must be built upon autonomous and self-organized teams. Self-organization seems then to be a crucial capability for organizations today. But what do we mean by the term self-organization?
In this webinar, our coaches Gregory Keegan and Alessa Leuschen go beyond traditional performance assessment methods and dive into how we can more effectively evaluate and measure teams in an Agile environment. They explore the key challenges and complexities to assessing Agile teams, give practical approaches on how to better assess Agile teams, and how we can leverage those results to foster a culture of continuous improvement and growth.
Welcome to the VUCA world: a realm of constant change, where Volatility, Uncertainty, Complexity, and Ambiguity reign. In this dynamic market environment, traditional approaches fall short, and agile methods are in high demand. To stay ahead and achieve consistent success, organizations need to embrace radical management strategies and cultivate a culture of innovation. Enter Design Thinking: a remarkably flexible and versatile approach that empowers teams to sprint towards solutions and make a significant impact across the entire organization. By fostering adaptability and equipping individuals to tackle complex problems, Design Thinking nurtures an agile and innovative mindset for the long haul.
Design Thinking provides a versatile tool for addressing challenges and driving positive change, and it is widely applicable across industries and sectors. By using Design Thinking, you can unlock creative potential, shatter traditional barriers, and promote a culture of innovation.
Webinar | The Top Challenges Facing Modern Leaders
Don't Panic, WebinarResilient leadership is about adaptability, open communication, and creating a positive culture. Leaders need to build strong relationships, set attainable goals, and foster collaboration within their teams. By embracing these insights & watching our leadership webinar, you can navigate uncertainty with greater confidence and resilience.
When we look at how the world has changed over the last few years, resilient leadership has become more critical than ever. Leaders face uncertainty, ambiguity, and evolving challenges, making it essential to adapt and guide their teams effectively. Our webinar on the challenges facing modern leaders provided valuable insights into building resilient leadership in uncertain times. Watch the full webinar below, or read on for a look at some of the key takeaways.
Watch our Leadership Webinar: The Top Challenges Facing Modern Leaders
1. Culture isn’t just an abstract concept; it’s the driving force
Culture is the driving force behind how people in an organization behave and make decisions. The culture within an organization plays a significant role in shaping behavior and attitudes. It has a powerful influence on how employees collaborate and interact. Andrea Tomasini firmly states, “The culture we create in the work environment is much more strong and relevant in the day-to-day relationship between people.”
As organizations become more diverse and global, understanding and managing organizational culture becomes even more crucial. Different cultural backgrounds bring unique perspectives and expectations to the table. Leaders must recognise these differences and create an inclusive culture where everyone feels valued and heard.
Tomasini maintains, “We need to leverage the culture that makes us common: our values, our principles, our established rituals, our way of interacting with one another. Those are the things that we know for sure won’t change because they only depend on us and the way we relate to one another. That creates a sense of strength and certainty, which is very strong and can help us find new structures to create the value and achieve the goal we wanted to achieve.”
Building a positive and adaptive culture is essential for enabling teams to thrive in uncertain environments. A culture that encourages innovation, open communication, and continuous learning empowers employees to tackle challenges creatively.
2. Resilient leadership involves creating new experiences for teams
These new experiences are designed to reshape beliefs and behaviors, fostering collaboration and problem-solving.
A mindset that embraces collective responsibility can contribute to a team’s overall teamwork capabilities. As leaders, we must create experiences that foster shared responsibility and accountability. Daniel Lynn notes that teams must ask themselves, “How are we going to work together? How are we going to collectively own this problem?” He answers, “ultimately, it is our job as a team to solve that problem. We all bring different knowledge and skills into it. We all have an interesting perspective. Let’s lean into that.”
Whether it’s through innovative meetings, diverse approaches, or unique team-building exercises, leaders should actively seek ways to introduce fresh experiences that challenge the status quo.
The specific approach to creating new experiences may vary based on cultural context. For example, while a rousing speech may motivate teams in some cultures, others may prefer a more structured approach. Understanding these preferences helps leaders customize their strategies effectively.
3. Setting attainable, short-term goals is crucial in times of uncertainty
Unrealistic long-term goals can overwhelm teams and lead to demotivation. Resilient leaders collaborate with their teams to establish achievable and relevant goals for the current environment.
In the leadership webinar, Lynn states, “When you realize the goal you are trying to achieve is unrealistic, then a good way to go about it as a leader is to trust the capability of the team and just ask them: ‘Okay, we’re not going to get this goal but what can we get instead which goes in a similar direction?’”. These short-term wins provide a sense of accomplishment and maintain motivation.
Toimasini adds, “A good leader today needs to be able to set goals which are attainable. Short-term goals are something that people can work with, and even if there is still uncertainty, we can find multiple different strategies or options to cope with that uncertainty.” This, he says, helps us to avoid being overwhelmed by goals that are so long-term that it’s hard to figure out where to start.
4. Lean into open communication and acknowledge anxiety
Resilient leadership centers on nurturing strong relationships within the organization. Open communication is key to achieving this. Leaders should create an environment where team members feel comfortable sharing their concerns, ideas, and even their anxieties. As Lynn notes, “Yes, we all have anxiety and that’s okay to be open about it.” Encouraging open dialogue fosters trust and strengthens team bonds.
Lynn continues, “One of the things that we keep advocating for is to lean into your relationships and lean into other people.” Expressing anxiety is normal, especially in uncertain times. Leaders play a vital role in normalizing these feelings by acknowledging their own anxieties and encouraging team members to do the same. This openness reduces the stigma around anxiety and creates a more empathetic workplace culture.
5. Minimize the “Us vs Them” mindset
Resilient leaders must evaluate aspects of the work environment that create division or “Us vs Them” conflicts. This division can arise from various sources, such as departmental rivalries or hierarchical structures. Leaders should actively work to break down these collaboration barriers.
In the leadership webinar, Lynn emphasizes this point: “Those “Us vs Them” things aren’t going to help you build resilient teams and resilient strategies. Those are the places that you may reevaluate: is this approach really helping me, or is there another approach that’ll serve us better?”
Collaboration and teamwork should be used to address challenges collectively. Resilient leaders emphasize the importance of working together rather than pitting different groups or individuals against each other. A united front is essential for tackling uncertainty effectively.
Want to learn more about leadership?
Check out our online courses or enquire about our Certified Agile Leadership training.
€79.00€42.00 (excl. VAT)Mastering Soft Skills for Effective Work: Your Path to Professional Excellence
Don't PanicToday’s economic markets are dynamic, and this means the workplace also needs to be. Fast problem solving, decision making and collaboration with colleagues and customers play an important role. To be successful, employees need to bring more than just technical expertise alone. The ability to effectively navigate complex interactions, communicate with clarity, and collaborate effectively with others is essential. These abilities, often referred to as soft skills are critical to boost collaboration and to develop workplaces that enable people to work effectively and with ease.
In this comprehensive guide, we will examine ten essential soft skills that can transform your professional journey more closely. Whether you’re an HR professional looking to enhance your company’s capabilities or an individual eager to boost your career, this article offers insights and actionable steps to work on your soft skills.
Continue ReadingHow To Become A Scrum Master
Don't PanicScrum has been proven to be a powerful framework for managing complex projects and delivering valuable products. As companies have become more Agile, the role of the Scrum Master has also become more important. If you’re intrigued by the idea of leading teams, fostering collaboration, and enabling seamless project delivery, becoming a Scrum Master could be the perfect path for you. In this complete guide, we’ll break down the steps on the path to becoming a Scrum Master and give you valuable insights to help you make an informed decision.
Continue ReadingHow to Become a Product Owner
Don't PanicProduct Owners bridge the gap between customers, stakeholders, and the development team, playing a crucial role in delivering competitive products to market as quickly as possible. A good product that delights customers is the core of any successful business, so it’s no wonder that people who are in charge of developing good products are in high demand. This article will provide you with an overview of how to become a Product Owner, listing the skills, traits, certifications, and steps to take on this journey.
Read moreNavigating the Storm: Overcoming Teamwork Challenges Together
Don't PanicTeamwork is an indispensable element for achieving success in any organization. However, the path to effective collaboration is not without its challenges. From conflicts and communication breakdowns to poor management and a lack of trust, teams often face numerous obstacles that can hinder progress and the realization of business goals. But don’t worry, because in every challenge lies an opportunity for growth and improvement.
Continue ReadingCross-Functional Teams: A Comprehensive Guide
Don't Panic, Scrum TeamIn today’s rapidly evolving and complex business environment, diversity, collaboration, and innovation are more critical than ever. When departments work in isolation, this can lead to communication breakdowns and a lack of shared vision, as well as inefficiencies that hinder growth. Enter cross-functional teams, a dynamic approach to project management and problem-solving that is transforming the way businesses operate.
Continue Reading >How to Resolve Conflict in the Workplace
Don't PanicTurning Tides: An Agile Coach’s Journey through Workplace Conflict and Resolution
It was a Thursday afternoon, just like any other in the bustling, open-concept office of Swift Software Inc. As an Agile Coach, I was overseeing multiple teams, all engrossed in their tasks. Amid the usual hum of industrious chatter, a sudden sharp exchange of words grabbed my attention. It came from Team Phoenix, known for their remarkable synergy and usually seamless operations.
Sarah, a seasoned developer, and Alex, a UX designer who recently joined the team, were in a heated argument. Their usually lively eyes were fueled by a different kind of spark that day. Alex had proposed a significant design overhaul for our next sprint, one he believed would improve user experience substantially. Sarah, however, found his changes to be unnecessary and risky, given the tight deadlines.
Their disagreement quickly grew into a full-blown conflict, involving the entire team. The room was soon divided, tension thick in the air. Work came to a standstill, replaced with heated discussions, and I knew something had to be done.
As a seasoned Agile Coach, I had navigated the turbulent seas of conflict before. I knew that this confrontation, if dealt with correctly, could lead to growth and innovation rather than discord. Here’s the step-by-step approach I used, which might come in handy for you too.
Recommended e-learning course: Navigating Conflicts
Definition of Conflict
The big difference between disagreements and conflicts is that two people having a disagreement can remain good friends or colleagues, their relationship remains intact and contact is upheld. Sometimes they may find themselves even strengthened by such differences. In conflicts, relationships often turn sour and communication ends.
Conflicts are disagreements that lead to tension within and between people, and conflict in the workplace is no different. The disagreement concerns an issue, whereas the ensuing tension affects the relationship. Thus, a conflict always has the duality of dealing with both an issue and a relationship. Effective conflict resolution must therefore address both. If we do not deal with the issue at hand, solutions will be short-lived. If we do not deal with the affected personal, human relationship, tension between those in conflict will remain.
While issues being disagreed upon are often concrete and tangible, making it easier to identify what lies at their core, relationships between people present the most complex element in a conflict. As an added complication, our capacity for the required empathy and finesse to resolve interpersonal conflict may vary from day to day.
Recognizing the Conflict
The first step is to recognize that there is a disagreement. It’s easy to ignore or avoid it in the hope that it would go away on its own, but my experience has taught me that this rarely happens. Instead, if problems are not addressed directly, they tend to linger and escalate. Recognizing the problem early provides for a more proactive approach to conflict resolution.
Understanding the Nature of the Conflict
It is critical to understand the fundamental cause of a disagreement. Is it a miscommunication? Conflicting priorities? Conflicting personalities? Different perspectives can contribute value to a team, but they can also lead to conflict if not managed properly. Identifying the true source and its level of escalation are the first step towards fixing the problem.
Five Dimensions of Conflict
When people are in conflict, it usually means that they have a need that has not been met. This need is usually linked to one or more of five different dimensions: Structural, instrumental, interest, value or personal. Different dimensions present different challenges. It should be noted that conflict in the workplace may span more than one dimension; in fact, most conflicts are embedded within two or more dimensions.
These dimensions are inextricably linked. When colleagues are in conflict over their workspace, it may appear to be an instrumental conflict, but it may also be rooted in interests and a fight for what one party views as fairness, power, or the need to be recognized. When attempting to resolve a conflict, an examination of its dimensions might provide insight into where to begin or where to focus one’s attention.
Conflict Escalation
Conflicts can escalate if they are allowed to develop without intervention or if affected parties continue to fuel the fire. Personifications, accusations, harmful deeds, or worse can emerge as conflict intensifies. The issue that sparked the disagreement gets increasingly hazy, and what matters now is how wrong the other person is. Communication breaks down; one speaks of, instead of to, the other person. Only the antagonistic relationship remains.
A look at the seven stages of conflict escalation gives us a better understanding of the different levels of maturity and phases of conflict.
The Seven Levels of Conflict Escalation
1. Disagreement: “We just don’t want the same thing”
No conflict exists yet, only a disagreement. Both parties try to solve it reasonably. However, the relationship may deteriorate if issues are not resolved. When someone violates a professional or personal boundary, the other party reacts and escalates.
The Disagreement-Personification border is crucial. After passing it, participants may become uncooperative and tense. One party blames, threatens, and insults the other vocally, gesturally, or physically. The other party usually follows.
2. Personification: “It’s your fault”
Once conflict escalates, focus shifts from the issue to the persons involved, making them and their personal failings and faults the issue. Negative emotions such as fear and confusion begin to interfere with communication between parties. Doubts about the intentions of the other party may arise and make it difficult to think clearly about the issue.
3. The problem expands: “This is not the first time they have done this!”
Old differences that are unrelated to the original issue are brought up.
The border between The Problem Expands and Alliance Building is another important transition as the crisis grows. Dialog ceases, ending the relationship. Resolving issues requires communication. Thus, maintaining a relationship, however tough, is crucial. We understand the need for time off to think and reflect.
4. Alliance building: “Let the gossip start”
Negative emotions limit thinking. Both parties misinterpret each other’s words. Hear selectively. One wants allies to affirm one’s stance and the other’s mistakes. Communication seems pointless and misconstrued.
5. Enemy images: “They’re no good”
One’s thought processes become increasingly entrenched as contact and communication end. One’s perspective gets so one-sided that it’s hard to see the other’s positive points. Before acts of violence, dehumanization is often used to prepare for them.
6. Open hostility: “It’s them or us”
It is no longer human. They cannot be sensible persons suffering from conflict like you. Evil, unreasonable, and unredeemable. This distinction allows psychological and physical aggression. Next, “the ends justify the means” arises. Along this road, blatant hatred becomes more regular, severe, and acceptable.
7. Separation: “Let’s get away”
Co-existence is no longer possible. The parties involved must be separated. Conflict remains unresolvable.
Dealing with Conflicts
Conflicts do not have a life of their own. Conflicts are the result of how people interact and the issues they disagree on. There are a number of ways or techniques for dealing with conflicts. These strategies are influenced, among other things, by your understanding of conflicts in general.
Open Communication and Active Listening
Creating an environment that fosters open communication is essential. As an Agile Coach, I encourage team members to express their thoughts and feelings using “I” messages, like “I feel overlooked when my ideas aren’t considered”, instead of accusatory “you” messages. I’ve found this approach reduces defensive reactions and fosters understanding.
Active listening is also essential. It’s important to listen, reflect, and respond without interrupting. This not only helps clarify the issues but also makes the parties involved feel heard and understood.
Identifying Common Goals
I always remind my team that despite any differences, we share common goals. By refocusing on these shared objectives, we can turn workplace conflict into a constructive discussion on how to best reach our targets.
Finding a Compromise or Consensus
Once everyone’s perspective is understood, we work together to find a solution. This might involve compromise or reaching a consensus where everyone feels their views have been considered.
Resolving Conflict within a Group
When dealing with conflicts in a group setting, it can be useful to perform a flow analysis. A flow analysis views the group being analyzed as a whole system, where each individual is interconnected with the others. The result of the analysis is not directed at any one individual but at the group as a whole. To perform a flow analysis, the group should sit in a circle and ask each member of the group three questions to be answered one-by-one:
Every question makes the round once before moving on to the next. Each answer is written on a piece of paper and checked for accuracy with the respondent. After the three rounds, the group is divided into three sub-groups, to tackle a question each question. Each group must then condense the answers to their particular question into as few sentences as possible, without loss of meaning. The result of this process is how the group as a whole believes flow is stopped, why it is stopped and what needs to be done in order to prevent it from being stopped. The process is conducted in complete openness.
Conflict Mediation
Mediation is a voluntary and confidential method of solving conflicts. An impartial third party (the mediator) is brought in to help the two conflicting parties reach a solution that both find satisfactory. The parties are not obliged to reach an agreement or solution and everyone involved, including the mediator, has the option to terminate the process if they wish to. The goal of the process is for both parties to take ownership of the conflict.
Those in conflict in the workplace have a chance to speak their truth and have that truth heard and are in turn required to listen and hear the other side’s truth as well. Hopefully, this results in a restoration of the dignity of both parties and the relationship between them, as well as lasting agreements concerning future interaction.
Conflict mediation generally goes through five steps:
Follow Up
Resolving a conflict doesn’t stop at finding a solution. I make it a point to follow up, ensuring the agreed-upon solutions are being implemented and the conflict hasn’t resurfaced.
Foster a Positive Work Environment
To prevent conflicts in the first place, I strive to foster an environment of respect, open communication, and collaborative problem-solving. A positive, supportive work culture can often preemptively address many potential conflicts.
Looking back at that Thursday afternoon, I remember how the heated exchange between Sarah and Alex morphed into a turning point for Team Phoenix. The conflict, though initially disruptive, led to more open discussions about each team member’s ideas. Alex’s design changes were partially implemented, taking into consideration Sarah’s concerns about deadlines. The team learned to view conflict not as a destructive force, but as an opportunity to innovate and improve.
In the end, we used the conflict to better the project and strengthen our team’s bond. It was a profound reminder that, when navigated correctly, conflict can be a catalyst for innovation, fostering a more open and communicative team environment.
As Agile Coaches, we have an opportunity to transform the way our teams perceive and handle conflict. Let’s strive to guide them through the stormy seas of disagreement, towards the calm waters of understanding and collaboration. After all, it’s through facing these challenges that our teams learn, grow, and ultimately, soar to new heights.
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