Reducing the Opportunity for Conflict
The best defenses against conflict often involve preparing thoroughly before the meeting, and chairing strongly during the meeting. If you develop a reputation for running tightly structured meetings, there's less chance that individuals who attend those meetings will try to pursue their own agendas. See Running Effective Meetings for practical tips on how to do this.
Send out the agenda in advance, and when the meeting begins, ask the group to agree to it. Then follow your agenda closely, but don't be overly rigid. If a conflict arises, a good agenda makes it easier to recognize that the group is going off course. If people agree to the meeting's goals, interruptions that lead to conflict aren't as likely to occur.
You should also be alert for meetings where the atmosphere and dynamics of the people involved make it more likely for conflict to arise. These include gatherings where "known troublemakers" – individuals or groups with a history of causing conflict – are present. They also include meetings of new teams that have reached the "storming" stage of their team development – when individuals begin to struggle for influence, but the team hasn't yet established effective ways of working. Read more about this in Forming, Storming, Norming, Performing .
Reducing the Opportunity for Conflict
The best defenses against conflict often involve preparing thoroughly before the meeting, and chairing strongly during the meeting. If you develop a reputation for running tightly structured meetings, there's less chance that individuals who attend those meetings will try to pursue their own agendas. See Running Effective Meetings for practical tips on how to do this.
Send out the agenda in advance, and when the meeting begins, ask the group to agree to it. Then follow your agenda closely, but don't be overly rigid. If a conflict arises, a good agenda makes it easier to recognize that the group is going off course. If people agree to the meeting's goals, interruptions that lead to conflict aren't as likely to occur.
You should also be alert for meetings where the atmosphere and dynamics of the people involved make it more likely for conflict to arise. These include gatherings where "known troublemakers" – individuals or groups with a history of causing conflict – are present. They also include meetings of new teams that have reached the "storming" stage of their team development – when individuals begin to struggle for influence, but the team hasn't yet established effective ways of working. Read more about this in Forming, Storming, Norming, Performing .
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