In my work as a consultant to creative professionals, I have helped many groups overcome interpersonal and organizational challenges. Although there is no single formula or template for addressing team issues, I do have a few suggestions as you tackle this common predicament.

A first step in solving a group dynamics problem is for members of the team to individually reflect on what they believe is the root cause of the tension. One method to accomplish this is for each member to fill out an anonymous questionnaire, which will later be used to develop an agenda for a group meeting. (Completion of the survey is best done away from the work setting, when each person can be alone to think without interference.) Some examples of good questions to include in a feedback form might be:

• The best thing about working here is …
• The biggest challenge facing me in my job is …
• I am disappointed with other people when …
• I am happiest when …
• Something in/about our work environment that I really like is …
• Something we don’t do—that I wish we did—at the office/studio is …
• Something I wouldn’t mind changing about myself is …
• One thing about myself that I hope will never change is …
• The best place I’ve worked was ____, because …
• I am willing to change/accept/work on ____ in order to make our team grow closer.
• Right now I feel …

Choosing the best facilitator
The next step is to place the feedback in the hands of a trusted individual who will lead the group through an exploratory session. Often it’s best to use an outside consultant who has experience in group dynamics and facilitation. These people might call themselves counselors, business consultants, facilitators, or organization experts. In any case, finding the right match is critical to the success of the session, so a reliable member (or pair) from the team should be identified to select the facilitator.

Some facilitators are loose and easygoing, others are more directive in their approach. The best are good listeners and demonstrate a high degree of flexibility. They are not rigid, nor do they believe that there is only one “right way” to address the issues.

These same attributes should be sought if it is determined that the guide has to come from within the organization or group. One big drawback to using a facilitator who is a member of the team is that this person cannot also be an active participant. Unfortunately, many times the best internal candidates for facilitators are the same people who might bring the most beneficial ideas to the group process. Almost always, the facilitator should not be “the boss,” especially if the environment is structured or corporate in nature.

Choosing the best setting
The setting for the group meeting is of utmost importance. I have found that the most productive sessions are held off-site. The best meetings are often scheduled for extended periods—perhaps half a day, or even a full day—to allow for complete exploration of all issues. It’s advisable to prepare an agenda and share it with the group on arrival. Goals need to be established, and the group should be in agreement as to what constitutes a successful outcome.

The actual session will probably start with an icebreaker of some sort, to get the team into a relaxed and interactive mode. When I facilitate, I take special care in selecting the opening activity, since it sets the tone for the day. I am careful not to pick something too silly or an activity that takes too long.

The next logical step is for the facilitator to summarize the findings of the group survey. Depending on the size of the group, I sometimes bullet-point answers and ideas from the questionnaire on a flip chart I have prepared in advance, or I may develop a handout that shows a summary of answers. This sharing of the results is an important part of the session, because it marks the point at which the group begins to clarify the issues it faces.

Subsequent activities in the gathering will depend on the nature of what needs to be fixed. The next steps might include:

• Group brainstorming for solutions
• Small group breakouts by topic
• Presentations by team members or the facilitator
• Facilitated team-building or consensus-seeking exercises

Holding the gains
Once progress has been made toward issue resolution, it makes sense to establish a list of action steps or “group accords” to carry forth and implement after the meeting. Action steps almost always require the team to identify who will be responsible for getting something done. Group accords—think of them as unanimous agreements or “rules of the road”—should be distributed to each member and reviewed periodically.

Finally, it is a good idea to evaluate the session and to determine if a subsequent meeting—perhaps of shorter duration—is necessary. In some cases, periodic follow-up sessions can even take the place of a staff meeting.

Confronting group conflict is certainly not something most people look forward to. Ignored, team conflicts tend to build and worsen. With a logical and direct approach, however, a team can become more cohesive and productive, and produce a more enjoyable work environment in the process.

Recommended resources
The 17 Indisputable Laws of Teamwork, by John C. Maxwell, $24.99, Thomas Nelson, www.barnes andnoble.com

Building Teams, Building People, by Thomas R. Harvey and Bonita Drolet, $32.43, Rowman & Littlefield, www.amazon.com

The Five Dysfunctions of a Team: A Leadership Fable, by Patrick M. Lencioni, $22.95, John Wiley & Sons

High Five! by Ken Blanchard and Sheldon Bowles, $20, William Morrow, www. harpercollins.com

Quick Team-Building Activities for Busy Managers: 50 Exercises That Get Results in Just 15 Minutes, by Brian Cole Miller, $17.95, AMACOM Books

Team-Building Activities for Every Group, by Alanna Jones, $16, Rec Room Publishing