Everyone Onside

When managing a group or project, most of our time is spent getting others onside. Inevitably, people have different opinions, perspectives, knowledge and goals. Even so, all the organization's goals need to be met. Managers are the people most responsible for massaging the edges of the goals so they fit together and get done.

When conflict becomes evident, a number of techniques work to bring colleagues onside. Each one requires personal meetings - email or other indirect approaches only alienate the other manager because there is no opportunity for them to contribute to a real discussion.

• Exchange of Information and Views: Many times, a straight-forward discussion of the issues facing each manager is sufficient to identify common ground and directions. Probably there is enough overlap in goals that actions of mutual benefit can be prioritized ahead of less-harmonious actions. Usually when teams work together, they go on to solve what originally looked like insurmountable problems.
• Big Blow Out: Occasionally, just laying everything on the table can be effective - if you can handle the situation. Personal emotions need to be kept in check. By exposing all the problems in one meeting, action can be taken later to address each problem in a mutually beneficial way. However, if this technique is mis-handled, you may barely be on speaking terms for quite some time - with a similar effect on all team members.
• Workshops and Presentations: Sometimes the reluctance of another manager to come onside is due to the opposition of his team members. Our team members are usually experts in their own disciplines and already have their schedules full of work on their projects. Taking time to advance our goals is not on their priority list. Often a manager in such a position is quite willing to accept the offer to have a workshop or presentation for staff. With additional, directed, specific information, staff will begin to understand how everyone's goals can be met.