Collaboration and Conflict

Collaboration is like making ratatouille: it’s a complex, delicious dish that requires a variety of ingredients and careful preparation. It’s not just about tossing together a bunch of raw veggies (that’s cooperation, or a veggie tray) but about integrating diverse elements to create something greater than the sum of its parts. Collaboration requires active engagement in co-constructing shared realities and achieving common goals.

Collaboration isn’t easy. It involves stepping into each other’s worlds and communicating across differences. Misunderstandings can happen due to differences in interpretation and power imbalances can affect how decisions are made. A lack of trust might keep people from sharing their ideas openly because they fear criticism. Plus, things like tight deadlines, limited budgets, and scarce resources can make it harder to find a path toward shared goals.

When people with diverse backgrounds work together, some tension is bound to arise. Conflict management is about handling these tensions in a way that maintains good relationships and keeps everyone working toward goals. While conflict can sometimes damage trust and open communication, it’s not always a bad thing. Conflict happens when people see their interests, goals, or needs as incompatible, and it can show up as disagreements or emotional strain. However when it’s handled well, conflict can actually lead to growth, new ideas, and better understanding among team members.

Both collaboration and conflict management are aligned with a relational mindset, a growth mindset, and an agentic mindset. These approaches encourage open dialogue, continuous learning, and the proactive shaping of one’s environment, all of which are crucial for collaborating with others.

Framework to think about it

This section explores the key factors that influence task complexity, the types of interdependence that can shape your interactions with colleagues, and strategies for managing the interpersonal dynamics that are crucial for successful collaboration.

Task Complexity

Effective collaboration begins by being clear about the goals and parameters of the task you are given and how your work will overlap with others. This includes an understanding of the complexity of the task. Task complexity dictates the frequency and type of interaction required between people.

Task complexity increases with:

• task unfamiliarity (lack of previous experience),
• task ambiguity (absence of clear mission or goals),
• the volume of information required to understand the task,
• the number of alternatives available in reaching the desired outcome,
• and the number of sub-tasks to be defined and coordinated.

When you are engaged in a complex task with other people, it will take greater levels of coordination and communication. For example, planning and communicating for a remote company retreat would be more complex than collaboratively writing a report. There are simply more details and interdependencies to monitor and manage. A lot of frustration can happen if you are a new employee and are given a highly complex task. If you find yourself in that situation, ask for a greater level of team interaction.

Type of Interdependence

It is also useful to be clear on how your work ties to others’. Thompson (2004) identifies three types of interdependence within groups: pooled, sequential, and reciprocal.

• In pooled interdependence work is divided among members, worked on independently, and compiled into a finished product later. This requires the least cooperation and communication.
• If your work is designed for sequential interdependence members depend on the completed work of others before they can complete their own tasks. This “hand off” can be a bottleneck, so it’s important to establish a routine for notifying the next member when a task is completed or if there are delays. It is often best to cerate buffer time.
• Finally, reciprocal interdependence requires the highest level of interaction as members work together simultaneously. Think of a sailing team where everyone has clear tasks that intersect with other tasks simultaneously.

The complexity of the task and the type of interdependence with your supervisor and teammates will determine how careful you need to be with communication and how detailed your work plan should be. Remember, if your task is complex and you are involved in reciprocal interdependence make sure that you are meeting with your team regularly.

Interpersonal Strategies

Researchers suggest that people naturally develop interpersonal strategies that become established patterns of social behavior in groups. The Social Styles Model was developed by psychologists David Merrill and Roger Reid in the early 1950s and is based on patterns of communication across two dimensions: assertiveness and responsiveness.

The model categorizes social styles into four types: Analytical, Driving, Expressive, and Amiable. Interpersonal styles opposite each other on the diagram, such as Analytical and Expressive, might find it challenging to connect because of differing priorities and communication styles. However, understanding these styles can enhance group dynamics. For example, if you know an Analytical team member prefers data-driven discussions, you can tailor your presentations accordingly. Similarly, if an Amiable colleague values relationships, you can engage them with empathetic and supportive communication.

This model isn’t about boxing people in or assuming that a label tells the whole story rather it is about providing a starting point, or framework for thought, to better understand and improve interactions and communication.

Conflict

Understanding the nature of conflict is useful for resolving it effectively. Task conflicts that involve work-related disagreements can actually foster creativity and enhance problem-solving. However, relationship conflicts, stemming from personal differences, often disrupt performance and diminish satisfaction.

Forsyth (2010) gives us a helpful framework for thinking about different types of conflict. Level I conflicts are pretty straightforward, usually involving disagreements over facts or data. These can  be cleared up with some solid evidence. Level II conflicts get a bit trickier, as they involve differences in processes or methods. They can often be sorted out through discussion by setting clear ground rules and expectations. Level III conflicts are about differing goals or purposes, and they can lead to power struggles if there’s no shared vision to guide everyone. The toughest ones, Level IV conflicts, are rooted in deeply held values or beliefs, which are closely tied to our personal identities, making them harder to resolve.

Conflicts over tasks, processes, or goals can be beneficial, as they can improve decision-making, spark creativity, and enhance team cohesion and trust. The key is to resolve them in a way that maintains trust. Fisher, Ury, and Patton (1991) suggest an interest-based approach to conflict resolution, which involves four key principles:

1. Separate the people from the problem: focus on the issue rather than on the person.
2. Focus on interests, not positions: ssk questions to learn about the underlying interests behind people’s positions. This can help to find common ground.
3. Invent options for mutual gain: brainstorm creative solutions that benefit everyone involved.
4. Use objective criteria to evaluate options: use fair and impartial standards to guide decisions.

Remember that collaboration is a series of patterns in communication and action that move groups toward goals. While the context of each collaborative effort will be different, this chapter provides some foundational insights to guide you. These frameworks are meant to be tools for reflection and improvement.

Application

Teams are often considered a primary unit of organizations. They play a central role in accomplishing tasks, solving problems, and achieving strategic goals. Mastering collaboration involves more than just working together; it means actively engaging with others’ perspectives, addressing and managing conflicts constructively, and fostering a cooperative environment. By developing effective collaboration skills, you can align with organizational structures and contribute to their evolution, ultimately enhancing both personal effectiveness and team success.

Collaboration relies heavily on clear and consistent communication. The more complex the task and the greater the interdependence among team members, the more crucial communication becomes. Your ability to manage these interactions effectively will directly influence your agency within the team. By understanding your role in the collaboration process and how your communication style impacts others, you can take proactive steps to improve team dynamics, resolve conflicts, and achieve collective goals. This not only enhances your effectiveness but also empowers you to influence the team’s direction and outcomes.

Collaboration also fulfills essential human needs for autonomy, competence, and relatedness. Effective collaboration allows you to exercise autonomy within your role while contributing to a larger collective effort. It enhances your competence as you learn from and share knowledge with others, and it strengthens your sense of relatedness by fostering connections with colleagues. By actively engaging in collaborative efforts, you can create an environment where these needs are met, leading to greater job satisfaction and personal fulfillment for everyone.

To excel in collaboration, it’s important to engage in aspirational communication—intentionally fostering dialogue that builds trust, supports team cohesion, and aligns with shared values. This involves being mindful of how you communicate, actively listening to others, and striving to understand and integrate different perspectives.

Ideas for Action

1. Before starting a collaborative project, take the time to understand the complexity of the task and how your work ties into that of others.
2. Recognize the diverse interpersonal styles within your team and adapt your communication approach to connect more effectively with different team members.
3. Use the interest-based approach to resolve conflicts by focusing on common interests rather than positions.
4. After key collaborative efforts, reflect on how your communication and actions contributed to the team’s success or where improvements could be made. This will help you continuously improve your collaborative skills.
5. Be intentional about building trust through open communication, fairness, and respect for others’ perspectives. This will create a collaborative environment that supports both individual and organizational wellbeing.

Reflection

Reflect on how your past experiences with collaboration and conflict shape your current approach to doing this in the workplace. How do your interpersonal style and views on conflict influence the way you work with others? Think about how your collaborative work has affected your confidence and sense of agency. How do your choices surrounding collaboration and conflict management reflect your values? How does your collaborative approach support the kind of person you aspire to be?

Identify actionable steps and strategies to strengthen your ability to collaborate and manage tension and conflict in your professional relationships. How can you address any knowledge and action gaps you’ve identified? What immediate steps can you take to improve these skills in your work? How can you continuously assess and improve your approach to ensure ongoing growth and effectiveness?

References

Fisher, R., Ury, W., & Patton, B. (1991). Getting to say yes: Negotiating agreement without giving in. Houghton Mifflin.

Forsyth, D. R., & Burnette, J. (2010). “Group processes.” In R. F. Baumeister & E. J. Finkel (Eds.), Advanced social psychology: The state of the science (495-534). Oxford University Press.

Griffith, B. A., & Ethan, B. (2015) Working in teams: Moving from high potential to high performance. Sage Publications.

Thompson, B. (2004). Exploratory and confirmatory factor analysis: Understanding concepts and applications. American Psychological Association.

Supplementary material

Boyle, K. (2017, December 5). 5 benefits of workplace conflict. Queens University IRC. https://irc.queensu.ca/5-benefits-of-workplace-conflict/

GreggU. (2018, December 1). Conflict in organizations. YouTube. https://www.youtube.com/watch?v=AZ-YnnPUNmw