When was the last time your organization dealt with conflict? If you are like any typical organization, it is likely something easily comes to mind. Perhaps you recently experienced a disagreement between two coworkers. Or you’re dealing with a high turnover rate or a frequent absence of an employee. You might be dealing with a big conflict, such as a lawsuit, a disgruntled customer, a PR issue, or anything that disrupts your organization’s everyday operations. Now, think of the last time you proactively took the steps to build a conflict resolution framework for your organization. If you’re not sure what I am talking about, you likely haven’t.
Before I address the importance of creating a conflict resolution framework, I would first like to address the “what.” What does it mean to build a conflict resolution framework? A framework is a particular set of rules, ideas, or beliefs you use to deal with problems or decide what to do when problems arise. So, in the context of conflict, a framework is a game plan to manage conflict. Creating a conflict framework could be anything from training your employees on effective conflict resolution practices (which I would highly recommend) to establishing processes and procedures to deal with conflict. HR departments probably already have something like this setup, like how to deal with grievances when they arise.
What is a Team Charter?
I would like to suggest an additional framework to think about that applies to group settings: a team charter. If you haven’t heard of a team charter, let me be the first to tell you about it. A team charter is a document created by a group that addresses several areas related to group processes, such as group communication, norms, roles (formal and informal), and conflict resolution, to name a few. It also helps manage group expectations and norms by establishing group mission and vision and rules.
While there is no best way to create a team charter, there are guidelines to encourage successful outcomes. A team charter works better for long-term (more than a couple of weeks) teams. The team can be temporary, like a team organized to accomplish a task such as an event, or it can be permanent, like an accounting department working on everyday tasks. A team charter is best if created shortly after a team is created, especially if the team is temporary, such as a team created to perform a task or project that will eventually end. That way, the team can have a better chance of success. It is never too late to create a charter for teams that have been established for some time or have rotating members. Charters can be created in a short amount of time, and they don’t have to be a complex 10-page document. Keep it to one or two pages.
Benefits of Team Charter
A team charter helps structure a group or team. It establishes agreed-upon rules, norms, and expectations. It also creates organization by mapping out the group communication and member roles and responsibilities. Team charters define ways for groups to deal with conflict and eliminate unspoken assumptions regarding group dynamics and functionality. Groups are often formed upon assumptions of how members should behave and interact in the group. Problems arise when assumptions aren’t met. Thus, a team charter creates clarity by eliminating the guessing game by spelling out precisely what is expected, not just assumed.
Lastly, team charters are effective because they are written by the group members, meaning someone outside the group isn’t calling the shots. People are more likely to adhere to rules they help create rather than rules someone outside the group decides.
Practical Application
You may be wondering how a team charter works in practice. Not every conflict requires disciplinary action, but individuals can cause disruptions to a group setting, leading to major conflict, such as losing a client or contract. Let’s say you have a team member who isn’t pulling their weight or shirking their responsibilities. One of your group norms may be that every team member completes their assigned responsibilities on time and all group members contribute equally. In this case, the team leader could manage his or her expectations by referring the team member to the charter. It’s hard to argue against rules that an individual took part in creating.