Managing workplace conflict

I want to share with you a tool that I love. The Waterline Model is a process for resolving team breakdowns. This tool can help you distinguish between the common issues that bog teams down and be deliberate about how you address them. It has helped me get through many vexing situations.

We all have experienced conflict with others, whether in the workplace, in a volunteer situation or in whatever capacity we have worked in a team environment to implement a project.

The Waterline Model was created in the 1970s by researchers trying to better understand the sources of workplace conflict. They defined ‘conflict’ as task disruption (things aren’t getting done) and disharmony (relationships aren’t in play).

The researchers found four main buckets that can create conflict in the workplace: structure (clarity/alignment), process/patterns (among everyone), interpersonal issues (between two people) and intrapersonal issues (within an individual). The key insight is that 80% of the time, conflict is due to structure and group dynamics, yet the people experiencing the conflict overwhelmingly attribute the conflict to something interpersonal or intrapersonal.

Here’s how to think about the Waterline Model.

Ideally, a group is working towards goals and the group members have tasks to get there. In “smooth water” the group “sails” from task to goal without problems. However, this does not happen often! Rather, problems arise (rough water) that needs to be addressed. To do so, the group must go “below the waterline” to dive down and better understand what is happening in order to know how to address the issue.

When conflict arises, remember:

1. Whatever breakdown your team is facing, it almost always has to do with something in the first two categories. The vast majority of team and organizational strife is due to a lack of alignment on goals or roles, unclear leadership, a lack of clarity about authority and decision-making, ineffective patterns of communication or a lack of trust and accountability. Yet, we usually don’t realize this and instead think the conflict is ‘personal.’ We assume that the problem is either between two people or due to one individual’s shortcomings.

2. Start at the surface. Whenever your team is facing a challenge, explore possible causes by starting at the top of the model and working your way down. Make sure that people are clear about roles and responsibilities, that the team is aligned around goals and that decision-making is well defined. If that doesn’t address the problem, make sure that communication is flowing effectively and tackle any breakdowns in trust or accountability. Remember that these issues can be a problem both within your team and between your team and another part of the organization.

Can you think of a time in your life where this tool might have been helpful? Next time you find yourself growing frustrated in the middle of a conflict, remember the Waterline Model and start diving down.

Here are some questions that can help you diagnose the situation:

Structure (Clarity and alignment):

• What’s the goal?

• What decision-making style are we using?

• Who has decision-making authority?

• Who’s doing what, when? Is that clear?

Group process and patterns (dynamics and team effectiveness):

• Who is participating? Who is not?

• Are there sub-groups? Is everyone included?

• Are decisions being communicated well?

• How is conflict being handled?

• Who is influencing? Who is not?

• Do the team norms empower members to contribute?

I think the Waterline Model can have broad implications for your workplace, your volunteer work, your interactions within the community and more.

Good luck. Here’s to less conflict and frustration!