Have you ever experienced a work environment that seemed to be mired in perpetual conflict?
Maybe it was overt conflict—what people have started calling a “toxic culture” where people are verbally abusive, quarrelsome, and openly jockeying for position and power. Or maybe it was the subtle but still toxic environment of constant tension—what we mean when we talk about “walking on eggshells” or the “elephant in the room.”
Whether open or simmering, a climate of perpetual conflict wears people down, erodes trust, and devastates morale. In measurable terms, constant conflict increases turnover, decreases efficiency, and undercuts profits. We know it’s bad, so why can’t we get out?
Why can’t we get out of perpetual conflict?
Have you ever wondered why some companies seem stuck in conflict and unable to resolve issues while other organizations have thriving interpersonal relationships? The answer is not, “My company is full of jerks.” Yes, there are some jerks out there in the world, but jerks alone cannot explain all the conflict we experience between people who are otherwise normal, reasonably healthy adults.
In our work with companies and teams, we have discovered four dimensions that keep organizations locked in a cycle of perpetual conflict. Your company’s response to each of these dimensions makes the difference between being conflict resilient and resolution-resistant.
The four dimensions are Relational, Structural, Personal, and Spiritual. Each dimension is made up of factors that explain how that dimension affects teams and cultures. When these factors are not addressed and resolved, the team will stay locked in a cycle of destructive conflict. Attempts to resolve the conflict will fail because the underlying factors causing the conflict are still in place.
Dimensions of Destructive Conflict
Not all conflict is bad. Patrick Lencioni and many other leadership authorities recognized the value and necessity of ideological conflict. Ideological conflict is when different ideas are discussed and debated so that the best solution can be found. But when the conflict gets personal, it becomes destructive and harms the whole organization.
The 7 Relational Dynamics describe scenarios where employee relationships are creating conflict or perpetuating the conflict. These dynamics include the often-blamed “Personality Clash” to the rarely acknowledged “Double Team.” Relational Dynamics can feel like landmines to a leader—step on one and get blown up.
That’s why many leaders try to tackle relational problems with structural solutions—just move the chairs around and hope for the best.
There really are some conflict factors that call for structural solutions. The 5 Structural Inhibitors are not primarily about people, they stem from systems and processes that are bent or broken. The only way to break out of the cycle is to fix problems in the system. Accurate diagnosis and clear communication are your allies here.
Even after you resolve relational and structural problems, the 3 Personal Blockers will still keep you stuck in the conflict cycle until you address and overcome them. These roadblocks are personal, because they are rooted in the leader’s behavior model, self-awareness, and willingness to act with courage.
The final dimension, Spiritual Dissonance, has just one factor. But this single factor has a huge influence on whether conflict can be resolved or whether it will continue erupting again and again.
For the next several weeks, I will explain how the factors in each dimension create dysfunction and tension in teams and organizations. Check back each week, and at the end, I will offer a free downloadable Conflict Analysis Map to help you identify what’s going on in your office.
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