Back in the first seasons of Saturday Night Live, in their Weekly Update segment, Dan Ackroyd and Jane Curtin would verbally spar about the issue of the week. At some point or another Jane would launch into a diatribe about her point of view.  When she would pause to take a breath Ackroyd would look at her with a mixture of disdain and pity and say “Jane, you ignorant ….”

Inevitably it would draw laughs but perhaps the deeper message behind the dynamic was about  how or whether groups who engage in an issue for their analysis should or should not agree with each other.

Lencioni, in his Five Dysfunctions books, focuses on this issue as the second dysfunction of a group, Fear of Conflict. Namely, how can a team be effective together unless it knows how to constructively disagree with each other?

What’s that you say, shouldn’t collegial circle groups, work study teams, committees, shared decision groups, department meeting  always be congenial, affable,, and cohesive?

What’s that you say, shouldn’t collegial circle groups, work study teams, committees, shared decision groups, department meetings always be positive, agreeable, and friendly?

What’s that you say, shouldn’t collegial circle groups, work study teams, committees, shared decision groups, department meeting aways be accepting, and avoid conflict?

Obviously the answer to the above question is a literary device to get you to say “FALSE”!

If the choices are between True or False, False is the right answer. However as with most true / false questions, there are nuances to each statement that could influence a respondent to think gray instead of black or white. After all neither Lencioni nor I am advocating for name calling and vitriol.

Obviously  – Obviously, we need to distill the three sentences for their common “message: ”

And that is, “Is there, should there, be room in the dynamics of a team for disagreement?”

Of course. And yet, think about meetings in which you have participated where members have said or supported a “truism” that was patently false or inaccurate and yet was allowed to slide through because of a reluctance of other members to question its veracity?

On one level and for sure, the team leader / facilitator has several responsibilities to make a dysfunctional team functional in regard to this particular set of team behaviors. (S)he must

– not permit personal attacks

– permit members to ask other members to cite evidence and logic for their points of view

– point out inconsistencies if no one else is willing to do so

– if necessary, train the group how to, as Covey put it, “seek first to understand before being understood.”

– if necessary, train the group to use inquiry skills in order to more nearly burn off emotional, non-logical conclusions in favor of reasoned – logical ones.

So, what would a FUNCTIONAL group look like in this regard?

Most likely the Facilitator would permit stakeholders to offer points of view. Then (S)he would make room in the analysis to follow for questions and probes of each other so that over a series of such dynamics, the group would recognize where a “conclusion” was indeed valid or if not, how they can rework the premise so that it is valid.

In systems thinking, particularly in Team Learning, such a skills set, both of the Leader and of her  participants, is vital so that the group’s comfort with each other to inquire and to build together is not a function of  often mindless group-think and more nearly one of  Collective Smart Think.