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Overview: Imagine a senior leadership team that views conflict as a positive force for change rather than an impediment to progress. When conflict arises, the team embraces different perspectives as essential to making the best decisions to meet their objectives. They analyze important information, debate key issues and use their differences as assets rather than detractors. They recognize that, in organizations, conflict signals something wanting to change. Because companies rely on their teams to execute strategy, innovate new ideas, and implement initiatives, recognizing this signal is essential to managing conflict strategically.

Yet often even the most talented teams are derailed or less effective due to non productive or unresolved conflict. Talented team members often focus on their own department or agenda, creating a team siloes that fight for resources, try to win at all costs, or engage in destructive politics. These teams lose sight of their mission, their goals, and the results they need to achieve. After a time, these teams either gridlock in conflict or engage in artificial harmony by sweeping conflict "under the rug".

Fortunately, teams can learn to not only resolve conflict, but to use it as a springboard into clear communication, the generation of new ideas and solutions, and strategic decision making. Managing team conflict is the art of fostering trust, debating conflicts productively as they arise and facilitating clear, honest communication. It involves a high degree of respect, close listening and curiosity about different viewpoints. Highly functioning teams can debate challenging topics, work through tensions, and hold each other accountable for results.

It's not uncommon for individual leaders on a team to be uncomfortable with conflict, avoiding it or escalating it into a confrontation. In order to shift these patterns of behavior, teams often need "slow to speed up" by stepping back to understand how they handle conflict now, how they want to manage it, and how to bridge that gap. Strategic conflict resolution includes asking and answering questions such: What is each conflict signaling? What's the benefit of this conflict? What can we learn? What skills do we each need to bring to be our best selves in the conversation? What role does our organizational culture play, if any?

During this webinar, participants will learn what causes team conflict, how teams members have habitual, often patterned responses to conflict that drive their discussions and decision making, and what behaviors they need to adopt to make conflict a strategic asset.

Why should you attend: Are you a senior leader working with a conflict avoidant team? Do you wish your team would resolve conflict effectively and strategically? Are you tired of spending yet another meeting listening to team members argue without reaching a sound, strategic decision?

What makes team conflict such a challenge? Because teams, even high level senior teams, are made of individual people who have their viewpoints, fears, and habitual responses to conflict. Unless a team brings these viewpoints and concerns to the surface, it can't change its behavior during conflict. Teams often don't recognize that how they handle conflict directly relates to their ability to debate issues that are essential to their company, to make strategic decisions, and to communicate those decisions clearly. When teams can't manage conflict productively, the organizational bottom line can suffer.

Areas Covered in the Session:

• The common causes of team conflict and why they matter
• How to generate a team conflict profile and diagnose team patterns of behavior
• The steps to take resolve an active team conflict
• The connection between effective decision making and effective conflict management
• How to build a team that manages conflict strategically

Who Will Benefit:

• C-Level Leaders
• Senior Leaders
• Senior Managers
• Project Team Leaders