Team In Crisis: Try Paired Comparison Analysis

Martha Rice — Wed, 29 Dec 2010 13:18:40 +0000

The Controversy
A few days ago, I was pulled into a controversy at my local church that I thought was very minor, even petty. For or the others involved, it was a major dispute. As I was thinking about ways to resolve this disagreement, a coworker asked me to write a short piece on a 150- year-old method of comparing unlike items called Paired Comparison Analysis. Through my reading I discovered that this method is being used by some courts and judges to resolve civil issues. This fact really piqued my interest. Perhaps this was the way to resolve the dispute.

The Paired Comparison Method
Simply put, all issues are listed (six to ten issues seem to work best) and then are presented in pairs to all the other parties; for each pair the person selects the idea or solution that best satisfies the specified criterion. The theory of this method is that each item in the list is compared to every other item in pairs, thus the name, Pair Comparison Analysis. Item A is compared to item B, then to item C, to D, and so on. This forces a choice between two options; i.e. strongly prefers A to B but only slightly prefers A to C. The following is an example as to how it might be used in my case:

The controversy is over a significant number of dishes stored in the Church kitchen. The dishes are seldom, if ever used. The exception is the use of cups for a yearly tea party. The chair of that committee is so adamant the cups are not to be used any other time of year. Another committee chair will not allow the dishes to be used at all as it causes too much work cleaning up. Another committee chair states that the dishes should be sold and the storage used for other items. Each person places his/her choice in the white boxes. One person might feel selling is the best option and other storage is better.

After everyone has considered the items, the facilitator or leader compares the results and logs them on the Paired Comparison Analysis Tool.

The Results
While the information is subjective, the comparison gives the group four pieces of information: each person’s score, the score of the group, team ranking of the items, and the degree of consensus. The degree of consensus is important to understanding the deeper issues. If the degree is too high, your team may be too close to the problem and have already convinced themselves of the issues (group think mentality). If the degree is low or shows polarity, more investigation and discussion is needed. By uncovering the hidden issues, the group can better address the needs of its members, address and then move beyond the conflict.

If your team is having issues that are restraining or even halting progress on your team’s mission, give this tool a try.

Creating a Win-Win Solution

Steve Reese — Wed, 29 Jul 2009 20:00:34 +0000

“Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.”

-Andrew Carnegie

Each of us is a member of a team – be it through family, sports, work, community, church, etc. Within each of these teams, there is bound to be differences in opinions. In fact, many times those differences can actually elevate the team to the next level of performance. Disagreement and diversity are natural, and they can be quite productive. How does one deal with these differences and resolve these issues? The answers to these questions are vital to making the team work and function as a unit.

How does one go about creating a win-win solution, when a team is faced with various challenges? How do team members go about defeating the challenge rather than defeating each other? How do team members develop trust so that all members in the team can win?

1. Recognize and acknowledge differences – this is, at times, difficult but extremely helpful to the team. Issues, challenges, or conflicts must be recognized and discussed. This recognition helps the team come together to find a mutually agreed upon solution or goal that will help each team member find greater commitment in working together.

2. Gain common ground – how can you put the conflict in perspective with team goals? Is everyone on the team committed to the team goals? Are there issues that could prevent the goals from being attained? If so, these matters need to be brought forward.

3. Understand different opinions – step in another’s shoes to gain their insight. This step is intended to gain insight, not necessarily to gain agreement.

4. Work to overcome the issue – differences in opinion are acceptable and even welcome! Remember, attack the issues and not the person. As a team, what is the best solution that can help the team achieve its goals? One should not have to compromise his or her values in reaching a solution.

5. Develop a plan of action – outline what each member of the team will do, and be extremely specific. This document will also serve as an accountability document.

6. Follow up – put the plan into action, follow up, and revise as needed in order to optimize performance.

“No member of a crew is praised for the rugged individuality of his rowing.”

-Ralph Waldo Emerson

Together we always achieve more.

Leadership In Action » team conflict resolution

Team In Crisis: Try Paired Comparison Analysis

Creating a Win-Win Solution