Do we believe that people wake up looking for conflict? Or is it something about the way we go about solving problems that creates conflict?
“In most cases, conflict arises irrespective of the approach to systematic approaches, i.e. root cause, cause–effect analysis (Ishikawa), critical event analysis, or any other term, because those do not account for the initial sense and acknowledgment of the individuals who see themselves as trying to “do the right thing” in the moment…. Without understanding the role of mindset and my choice of mindset in every interaction, behavior modification efforts fail to help me escape the self-focused justifying emotions of an inward mindset.”
LCOL Eric Weber, MC, USA
The best teams prepare for conflict; never-the-less, even the best teams, once operational or moving into an operational environment, have conflict arise. Rarely does it seem there is enough time to get work done not to mention trying to take time to improve team performance. Yet, even in an operational field environment the time invested to improve collaboration an accountability is well worth it. LTC Weber describes how his team successfully improved their collaboration and decreased internal conflict by addressing the underlying mindset that creates conflict, even with a well-trained team.