Most managers were never trained to run interference between organizational pressure and their teams
A few months ago, two members of a nonprofit team stopped speaking to each other, and their manager, reading it as a personal conflict between two strong personalities who couldn’t get along, scheduled mediation.
What actually happened was simpler and harder to see. Their teams had merged and while each of them had previously owned a piece of work on their old team, no one had mapped who would own what after the teams combined. After the teams merged, their responsibilities overlapped, ownership wasn’t clear, and each one started to feel like the other was encroaching on their own role.
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