Arguing Without Being Argumentative
Arguments at the workplace are sometimes impossible to avoid. Everyone argues differently. Some do it overtly by yelling, while others do it more subtly by avoiding conversation. Whatever the manner employed, it often results in hurt feelings and a loss of productivity.
A lot of management books shy away from the issue of conflict, coining it as either indicative of a failure on the part of management, or a failure on the part of the employee. It is rarely perceived as being a healthy by-product of intelligent debate when different approaches and personalities come face-to-face.
However, there are ways to help you argue constructively, and if done correctly, it can be a pathway to growth, problem solving and higher profits. It’s better to have a team of empowered employees who are capable of exploring different viewpoints than a bunch of yes-people who back off from discussions when faced with the slightest resistance.
Arguing should be a give-and-take of ideas reaching a constructive conclusion. You should be able to enjoy a good discussion both for and against your points. Discussions can be followed by question-and answer-sessions. Although the atmosphere may become more challenging than friendly, but it will give everyone a chance to think on their feet. Being passive never helped anyone learn anything!
Here are some tips on how to argue at the workplace:
Speaking up assertively and positively when disagreeing with others is important.
You should answer negative speech in a way that promotes understanding rather than hostility.
Don’t make rash decisions about your colleagues. Instead, make the effort to get to know them and why they say what they do. Your perception of their viewpoints may be different and more understanding once you get to know them better.
Infighting tends to survive in an immature atmosphere. Treat others like a grown up, and they will more likely reciprocate.
Never become abusive — you will lose your respect and credibility in no time. If your nerves are frayed, move away from the scene for some time to cool down.
Try to maintain a calm mind even if your point is not being heard. You can always bring it up later in a different setting.
Obviously, it’s better to steer clear of arguments unless something truly important is at stake. Even then, it’s possible to have intense productive discussions that don’t turn into altercations.
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Great Minds Do Not Think Alike: Avoiding Groupthink
Have you ever wanted to voice your opinion in a meeting/group but decided against it because you did not want to go against the majority? On the other hand, have you ever been a leader of a team in which the members hesitated to express their own opinions? If so, you were probably a victim of “Groupthink”.
What it is
The term “Groupthink” was coined by Irving Janis in 1972. It is a phenomenon that happens when the wish for a group consensus overshadows the individual team member’s common sense or wish to express alternatives or an unpopular opinion. That is, the desire for maintaining group cohesion stamps out good decision-making and problem solving.
Today, employers are becoming increasingly aware of the fact that Groupthink discourages the end of creative and independent thought. Groups who are tightly-knit together are likely to adapt to each other’s opinions, thus making the nurturing of independent thought almost impossible. This can result in bad judgments and wrong decisions being made. It may also lead to the decision makers rationalizing their poor decisions after they fail. Obviously, groupthink is a highly unsatisfactory way to deal with complex issues. Thus, it must be avoided at all costs.
How to avoid it
Here are some tips that can help you avoid groupthink:
If you have an opinion that goes against the group, you should start off by saying something to the effect of, “Although this is going against the way we are thinking right now, but..”. This will make others more open to what you have to say and you will be heard sympathetically rather than pushed into a corner by the majority.
If you are a leader, be neutral when giving a decision-making task to a group, and avoid stating preferences and expectations at the outset as that puts pressure on others to agree.
Encourage dissent and alternative comments amongst your team. If you convey the message that contradicting the leader is bad, the group as a whole will most likely agree with everything you have to say just to avoid inciting conflict. Instead, let everyone know that you feel that open and frank communication results in good decision-making and a healthy culture. Allow the airing of any objections and doubts, and be open to criticism.
For complex issues, it may be a good idea to divide the group into two separate ones, to gain a different set of insights. Even within groups, you may appoint discussion leaders for different topics which will enhance the flow of unbridled and creative thought.
Once you reach an initial consensus on a major decision, all remaining doubts should be heard out and the matter reconsidered, if necessary.
Outside experts should be consulted in crucial matters.
Allow anonymous feedback. Since groupthink is prevalent due to people being hesitant to voice controversial ideas in front of their colleagues/seniors, you can avoid it by allowing opportunities for everyone to voice their feedback anonymously as well. For example, keep a closed suggestion box in the room with small slips of paper.
After each meeting, ask everyone to give their comments on the decision/issue at hand.
Whenever you notice that Groupthink is occurring, point it out to the group. Being aware of it is the first step in avoiding it.