Chapter 9: How to Figure Out What s Wrong When the Team Isn t Working Well or Loses Momentum

Reality Check

We’re reminded of a team member named Debby who was part of a very vocal and opinionated Six Sigma team. Whenever the discussion began to get heated, which was often, Debby would attempt to smooth over the conflict. Debby started out being helpful, because she could usually summarize the points on each side of the argument, but her insistence on maintaining peace at any price meant that contentious issues didn’t get discussed.

During one such episode, the team leader intervened, reminding the members that they had agreed to follow a consensus decision-making strategy on this particular topic, and that meant everyone’s role was to hold out until they reached a solution they could all support. The group seemed clear on their goals, roles, and procedures, but as soon as voices began to be raised, Debby jumped in to smooth ruffled feathers and shut down the discussion.

The team leader used the Checklist: Dealing with Difficult Team Members—How to Recognize, What to Do. The Mediator seemed to apply to Debby, so the team leader made a concerted effort to get Debby to express her own opinion, rather than worrying about the tension level in the room. Debby tried, but in subsequent meetings, her efforts to shut down any sign of conflict became more and more counterproductive.

The team leader decided to use the Model for Dealing with Disruptive Behavior During the Team Meeting to deal with the problem. He began by trying to catch Debby’s eye, and progressed to asking her to let others finish their thoughts. Finally, he decided to talk to Debby during the next break. Debby admitted that conflict and raised voices made her terribly uncomfortable, and she just couldn’t seem to stop trying to create harmony. The team leader asked Debby’s permission to involve the group. They agreed that whenever anyone in the group felt the discussion was getting too heated, they could say, “Switch,” and the combatants would stop and argue the opposite side. This usually got the group refocused on the issues, rather than feelings, and allowed even Debby to participate in more spirited—and productive—discussions.