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1. DISSEMINATE A
FULL AGENDA EARLY.
An effective meeting doesn't just happen; it is
planned. A team leader needs to build a positive focus to the meeting and create a full
understanding of the team's purpose in the process.
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2. STATE THE
PHILOSOPHY FOR THE TEAM AND BACK UP THAT PHILOSOPHY.
Stating the philosophy behind team decision making
will be helpful. A discussion of the importance of cognitive conflict to the
process, combined with cautions about the dangers of affective conflict, should be
a part of this discussion.
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3. PROVIDE THE
RIGHT ENVIRONMENT FOR THE MEETING.
Providing the appropriate environment can increase
the team's performance and reduce affective conflict. For example, seating location
at the meeting might be assigned in advance so that there are no appearances of
coalitions.
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4. HAVE
BEHAVIORAL STRATEGIES TO RUN THE MEETING IN MIND BEFORE THE MEETING BEGINS.
While structuring the team meeting is important,
the behavior of the team leader is central to keeping the meeting productive.
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5. KEEP A SENSE
OF WHERE THE DISCUSSIONS ARE GOING.
To further encourage cooperativeness and openness,
the team leader may need to facilitate and strictly monitor team discussions in order to
limit personalized statements made during heated debate.
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6. CHANNEL
DISCUSSION FROM AFFECTIVE CONFLICT TOWARD COGNITIVE CONFLICT. |
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7. SUPPORT THE
TEAM.
A leader must continually exhibit behavior that
shows support for the team.
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8. BE PROACTIVE
AND REACTIVE, NOT PASSIVE. |
