How can you manage team dynamics, such as cliques or factions?

One thing I've found helpful is to start with a collaborative activity. Look for activities that draw out shared understandings (and misunderstandings) using creativity.

To manage team dynamics like cliques or factions, foster open communication and a positive team culture. Encourage team members to share ideas and concerns openly. Address conflicts promptly, promoting resolution through mediation or team-building exercises. Promote diversity and inclusion, emphasizing the value of different perspectives. Rotate team members across projects to break up cliques and promote cross-functional collaboration. Set clear expectations for teamwork and reinforce the importance of collective goals. Lead by example, demonstrating fairness and impartiality. Regularly assess team dynamics through anonymous feedback and address issues proactively to ensure a healthy and cohesive working environment.

Team dynamics and subcultures are almost normal parts of companies. Here I would first ask the question whether intervention makes sense at all or whether self-organization should also be awaited. If the intervention is unavoidable, then it should first be analyzed whether a) a top-down or b) a bottom-up process makes sense. For a) I would recommend that the CEO conducts individual interviews and reports the results back anonymously to all employees involved to obtain feedback with ideas and measures. For b), I would be to start an externally guided reflection process. External case studies and speakers can help all participants to think outside the box. Measures developed should be controlled and progress should be reported internally.

En s’vous intéressant aux différents centres d'intérêt du groupe, vous pouvez mieux comprendre les affinités partagées et renforcer les relations. Explorer ces passions communes favorise une atmosphère plus engageante et contribue à créer des liens plus solides au sein du groupe. C'est une approche systémique qui enrichit la dynamique sociale et peut est une approche judicieuse. En examinant les centres d'intérêt, vous pouvez mieux comprendre les dynamiques sociales, identifier des affinités communes et favoriser une communication plus fluide. Considérer ces aspects contribue à une vision plus holistique des membres du groupe et peut renforcer les liens entre eux.

Mitarbeiter_innen- Gespr?che sind ein hilfreiches Werkzeug in solchen F?llen. Man kann sich ein Bild der Individuen machen ohne dass diese dem gro?en ?Gruppenzwang“ ausgesetzt sind w?hrend des Gespr?chs und so die Bedürfnisse der einzelnen Person einzufangen und dann wiederum die Gruppe und deren Dynamik als Ganzes verstehen zu k?nnen und somit Ma?nahmen abzuleiten um sie zu einem inklusiveren Handeln miteinander heranzuführen

Firstly, acknowledge that this is going on. Endeavour to get to the bottom of why this is happening. there is always a reason, and it often happens when the Psychological Safety spectrum does not extend to the stage or "contributor" and speak up." Uncover the unmet needs of those creating the cliques, which tend to be about trust and belonging. Encourage conversations about the risk that cliques can pose to healthy cultures. These would be dynamic conversations that raise insight and awareness so the behaviour changes can happen for the right reasons.

Eine offene und wertsch?tzende Kommunikation sollte geschaffen werden und als erste Regel gelten. Die Umgangsformen wie ?Ich“ oder ?Wir“ Botschaften sollten als Grundlegende verstanden werden. Jeder spricht für sich und nimmt Position, um Missverst?ndnisse vorzubeugen. Ziel der Sitzung mit den beiden Fronten sollte auch am Anfang definiert und die Erreichbarkeit am Ende sollte auch evaluiert werden, um die Fronten am Ende l?sen zu k?nnen.

Establishing ground rules is important but make sure that you are all working towards the same goal and very that everyone has the same definition and understanding. I would also include establishing a productive environment where making mistakes is welcomed and transparency and trust serves as a motivator whilst maintaining a positive and productive environment

There are broadly basically two cliques viz. Extroverts and introverts. Extroverts are someone who have a lot of energy while introverts are someone who try to pick a corner.

Algunas cuestiones que pueden colaborar con mejorar la interacción e integración del equipo pueden ser el encendido de las cámaras en las llamadas para poder ver al otro cómo si estuviéramos de manera presencial y poder conocer sus reacciones a lo que sucede. Otra sugerencia es disponibilizar espacios para actividades de integración. También siempre se deben generar acuerdos de equipo y accionables, ya sean surgidos de una retrospectiva o de otros espacios.

Using different techniques to divide participants into small groups, pairs or triads helps to break cliques. For example, usually people who hang together, sit together, so having people go around and count by the number of groups needed will support people who naturally sit with each other engage with others. Another technique is to create a 'speed dating' format whereas participants will talk to several others as pairs or triads.

I like to caucus the group e.g. line up in terms of tenure with the organisation, height, risk adversity etc. And if I've noticed that caucasing hasn't really split the time up I will number them off into groups that I know they haven't worked with

Icebreakers, group games, get-to-know-you exercises, and energizing activities are essential components of every facilitator's toolkit. A favourite resource of mine is the Time In Handbook by Michael Burns which groups by age and outcome, with detailed easily amalgamated instructions. The key is that you have multiple games on hand that can be played anytime without special supplies. By selecting in advance your activities you can solve all sorts of foreseeable circumstances like dealing with cliques, for example. The power of play in a professional setting has proven essential to my success in facilitation.

When cliques or factions are at play, one of the critical ways a facilitator can observe this is that participation seems unbalanced. Mixing up small groups during a break can be an effective way of getting participants out of their comfort zone and interacting with others they wouldn't otherwise seek out. This can be particularly effective for a team-building activity that requires collaboration.

To clique or not to clique? There are some great ways of engaging peoples differences and similarities. One tool I love to use is a diversity line exercise which highlights that links to the iceberg model of visible and invisible differences. Great for offsites, training etc. Followed by time for introspection and circle of influence. Who do you trust, who do you hang out with? Then as a takeaway encouraging people to talk to, network, have lunch with someone who they wouldn’t usually do so.

1. Prévention : en début de session je donne toujours les règles de fonctionnement du groupe. C’est essentiel. 2. Identification précoce : je reste attentive aux signes de tension au sein du groupe. 3. écoute active si un conflit émerge + J’essaye de rester dans la neutralité et l’empathie 4. Recherche de solutions communes. En général le groupe se régule tout seul 5. Reformulation et synthèse 6. Suivi : Après la session, il peut être opportun de proposer un temps à chaque personne impliquée

Sometimes conflict is not out in the open, but simply manifests as being 'stuck'. A simple intervention I use is just to ask the members of a team to stand up and take a different seat. They get to embody a different perspective – perhaps of the person who seat they took –?and it gives the impetus for a 'fresh start' to the discussion.

Firstly, it is important to try to de-escalate the situation and try to ensure that both parties’ views are heard. It may be important to reinforce ground rules, reminding all group members of the importance of fostering a safe space. Encouraging the use of “I” statements to communicate feelings or perspectives can be useful. The aim is to guide the group towards constructive resolutions in a manner that allows the individuals involved in the conflict to feel heard and so the group can progress effectively.

Encourage the group to be self reflexive and observe the process and content of the group dynamics and share these observations within the session.

You must prioritize consistent team building, coaching, and communication training to avoid cliques and factions and build more robust relationships amongst all group members to work with conflict and create an inclusive environment.

To celebrate success, you need to create a favorable environment! Make sure you're impartial and benevolent, encouraging participants to excel. Appreciate the work done, no matter how small, and give clear feedback where necessary, paying attention to tone, body language and the use of words on areas for improvement and/or techniques to help.

Dans la dernière étape, célèbrez les succès et les apprentissages de la session d'animation en utilisant des outils de rétroaction. Mesurez les résultats, reconnaissez les contributions des participants avec des méthodes d'appréciation et de récompense. Mettez en lumière les forces des groupes, encouragez la collaboration continue, et assurez-vous de souligner les opportunités de croissance.

I celebrate team success and Consider organizing a team event or recognition ceremony, acknowledging individual contributions, and expressing gratitude. Share achievements internally, highlight milestones, and foster a positive atmosphere to motivate everyone for future endeavors.

Si les règles du groupe sont bien définis il est possible de valoriser et d'encourager les participants à se valoriser. Je commence souvent avant de réagir à une proposition par "J'aime bien ce que X propose." ou "cette remarque est intéressante". Je glisse aussi des témoignages en rapport au passé. "La semaine ou le mois dernier, la réaction que j'aurai obtenue aurait été celle-ci et pas ce que vous faites maintenant. C'est dingue comme vous allez-vite". Ce n'est pas vous comme animateur qui élevez votre groupe, mais le groupe qui s'élève de lui-même. Encouragez donc chacune et chacun à le faire remarquer aux autres également.

Pour célébrer vos réussites et vos apprentissages au sein de votre équipe, il est important que vous reconnaissiez et valorisiez tant les grands succès que les petites victoires. Cela peut se faire par des éloges lors de vos réunions, des bulletins d'information internes, ou des événements de célébration. Reconna?tre vos efforts et vos progrès contribue à renforcer votre motivation et votre esprit d'équipe, tout en soulignant l'importance de l'apprentissage continu et de l'amélioration.

The critical aspect of a facilitation process within a company is the follow-up. These actions will only produce the desired results with PR follow-up or consistency. It is crucial to establish effective mechanisms for conflict resolution when dealing with people. They can discern whether there is a genuine interest in resolving issues or if attempts are made solely to superficially address problems and create the illusion of "doing the best they can."

Create multiple varied environments for the team members to engage and collaborate with each other, so that they can use their collaboration skills in different contexts and different ways.

I always make myself available for people to reach out to me after a facilitation session and encourage them to use me as a resource whenever needed. Often, people may want to avoid bothering you; therefore, taking the initiative and following up in some manner is a great way to create a line of support and extend the dialogue beyond the actual session.

Assurer le suivi est une question de discipline, c'est un art militaire, cela donne à chaque membre de l'équipe des indicateurs pour avancer, performer ou se remotiver. A peaufiner !

Cliques or factions aren't necessarily a bad thing - what's most important is ensuring people are working and collaborating well together in spite of cliques or factions. To help with this, there are two techniques I've found particularly helpful: 1) Breaking up the cliques or factions during workshops/team tasks, encouraging individuals to work with others they might not usually. 2) Administering work styles or motivation inventories, to better understand and appreciate the differences within the team - and be able to talk about them objectively rather than emotively. This can be used to promote greater appreciation for differences, as cliques and factions genrally form around similarities.

Cliques, factions, and conflict are inevitable; knowing this is empowering because it serves as a reminder to be proactive in preparing for these things ahead of time with ongoing communication and conflict resolution training.

I think as to #7, attempting to integrate factions/cliques could help. Expose clique members to others outside the clique by having them paired occasionally with non clique members on projects might be helpful.

Feedback on impact. We can try all kind of different tools and exercises but there comes the time when the leader needs to sit down individuals and offer them candid feedback on the impact their behavior (specific examples) have on the business, team morale and culture. Establish expectations for behavioral change and make it clear that you are not ok with what’s happening. Sometimes people that don’t want to change will quit, but it is much better than allowing termites to ruin the collective environment. Cliques. Gossip. Back-channeling. Blaming. Are all toxic behaviors that ruin company culture and should be treated as harassment.

"Divide and conquer" - an age-old principles that has always worked ;-) Read Macciavelli's "The Prince" for more explicit guidance.