This article was originally published on Harvard Business Review.
What happens when you take a team of people from a range of backgrounds and skillsets and ask them to perform a challenging task on a tight deadline? Often, conflicts arise.
Sometimes conflicts can be productive: When teams are hammering out ideas and striving to find the most effective route to a shared goal, people will often express concerns and offer differing perspectives. That process can lead to stronger outcomes as well as a sense of shared accomplishment — even if not everyone agrees.
Those benefits can quickly evaporate, however, if that healthier “task conflict” turns personal, and team members begin to resent their coworkers’ comments or actions, or treat disagreements as attacks. What’s more, if left unchecked that personal friction — known as “relationship conflict” — can lead to social undermining, which happens when people retaliate against coworkers and actively attempt to undercut them by spreading gossip, giving them the cold shoulder, or mistreating them in other ways.
Read the full article here: https://hbr.org/2019/05/what-mindfulness-can-do-for-a-team
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