How can you create a conflict resolution plan that is tailored to your team's needs and goals?

To truly understand the conflict, you need to assess the culture of conflict within the work environment. This takes us much deeper than CDP and TKI can go. Those tools are directed at individual responses to conflict. A systemic approach would require a Workplace Fairness Assessment that looks at 21 measures for a strong conflict management system. This conflict has arisen because of perceptions of unfairness. These cause perceived injurious events, that in turn lead to negative attributions. This is how conflict arises. A strong conflict management system will reduce the risk of negative conflict from arising in the first place. Then you can consider TKI and CDP to help with individual responses to conflict.

1. What is one meaningful story that comes to mind from your time as a leader, so far? I remember, during my tenure as HR head in an organisation, once there was a huge scarcity of a significant number of skilled manpower. Due to the gap, many important tasks were pending and the organisation was lacking behind; the deadlines were approaching. As a HR, it was a daunting task to fulfill the required manpower. But thanks to my personal and professional network, we recruited more than 500 people for all the vacant positions in less than 10 months. And you can guess the result, all the pending projects completed on time. What I learned from that? Well, throw any stone towards me, I can just polish it into a precious diamond.

In my role as a master coach & trainer, I've learned the power of private chats with team members. It's not just collecting info; it's about making a space where everyone feels seen and heard, and their concerns and hopes come to light away from others' eyes. These insights help me shape a conflict resolution plan tailored to our team's specific needs and goals. The real magic is when team members see their input reflected in the plan, sparking ownership and dedication. This approach transforms potential conflicts into deep collaboration, showing that true conflict resolution is about valuing each person's contribution.

Faites intervenir un tiers neutre, indépendant et impartial pour créer du lien en entreprise via des entretiens individuels et des réunions de médiation

To start... do a S.W.O.T. analysis... Strengths, Weaknesses, Opportunities, Threats... include EVERYONE on the team for input.

When resolving conflicts, how we frame the issue can be the most important part of the entire process. If issues are framed in positions, or in yes/no answers, or any other win/lose format, we take an entirely different tack in attempting to resolve them, than if they are framed as open-ended questions. For example, “Should senior staff be able to work 100% remotely?“ is a yes/no, positional question. It literally asks the group to argue with each other on which answer is right. A better way to frame that question is, “Let’s talk about senior staff, and how we weigh the importance between in-person presence and affording them flexibility.” Acknowledging different perspectives makes everyone feel heard and included, and able to collaborate.

It's conflict resolution 101 to define your goals and to spend the time talking with the other party to understand their goals. In fact, if you sit in a room by yourself and "define the problem" without talking to the other party, you are inviting a train wreck of failure. Tal Eyal, Mary Steffel and Nick Epley published their work a few years back demonstrating that perspective-taking is way overrated -- far better is to learn about the other party's perspective by listening to their own words, and that's how you identify the goals. Where there is goal overlap, the conflict almost resolves itself, but there's no way of finding that out that doesn't entail collaboration with the other party.

Para aplicar metas SMART (Specific, Measurable, Achievable, Relevant, Time-bound) para a resolu??o de conflitos, é muito importante nos atentarmos a tornar a meta de resolu??o de conflito específica, identificando claramente o que precisa ser alcan?ado. Certificar-se de que a meta possa ser medida ou avaliada. Isso pode incluir a defini??o de indicadores-chave de desempenho (KPIs) para medir o progresso, como o número de conflitos resolvidos ou a melhoria na satisfa??o da equipe.

From an employment perspective, defining the problem may at times be a preliminary assessment to what is raised as a conflict in the eyes of the reporter. This assessment may end up with a better understanding of the raised situation that may not necessarily be a conflict in the first place or may not be a breach if you already have policies and procedures where the conflict took place. Active listening to those involved first-hand is a priority, hearing what is provided may present further findings that may require further data gathering to re-assess. Keeping in mind, officials handling conflict would need, in some situations, to underatand the business related to the conflict and use related governance not opinions or heresay.

I agree I have used techniques such as root cause analysis with my team to get everyone’s perspective. I find getting your team involved in open discussion where they can speak about the issues freely helps your team create a good working relationship.

Absolutely, the article sheds light on a critical aspect of organizational dynamics—conflict management skills. It's indeed commendable to emphasize proactive strategies. However, incorporating practical implementation and real-world scenarios would enhance its relevance. Integrating diverse resolution techniques and contextual examples would offer readers actionable insights to develop robust conflict resolution plans tailored to their unique organizational contexts.

Effective problem-solving involves utilizing tools like brainstorming, mind maps, and SWOT analysis to generate and evaluate solutions. Brainstorming fosters creativity, while mind maps visualize connections between solutions for a holistic understanding. SWOT analysis strategically assesses Strengths, Weaknesses, Opportunities, and Threats. Team involvement is crucial, enhancing diverse perspectives, creativity, and ownership. These structured approaches, coupled with team participation, not only facilitate solution identification but also contribute to a more informed and comprehensive decision-making process, addressing root causes and satisfying all stakeholders' interests.

Try to figure several solutions to the conflict. Brainstorm as much as solutions as possible. There are no bad solutions. Upon writing possible solutions, try to assess which of the solutions are the most suitable for the particular situation. When brainstorming, think outside of the box. Put yourself in position of both parties, assess their needs, and wants, and take as many elements from their perspective and incorporate them in a possible solution.

Establish Communication Channels: Create effective communication channels for resolving conflicts within the team. This could include regular team meetings, one-on-one discussions, anonymous suggestion boxes, or online platforms for sharing concerns.

At Connective Cultures, we value the Art of Questioning, emphasizing discreet rebellion and curiosity. We start by slowing down, choosing words and timing carefully to foster non-defensive dialogue. This approach creates a culture of openness, facilitating innovative solutions. By setting the stage for inquiry, we make questioning a habit, encouraging contributions in a safe environment. We ask open-minded questions to avoid defensiveness and gain deeper insights. Embracing the possibility of being wrong encourages growth and learning, fostering a more inclusive and creative team dynamic.

You need to weigh the second and third order effects on the team and supported stakeholders. Understand what motivates your team. Approach the selection of a solution with care and keep the best interest of the team dynamic at the core of the resolution decision. What was your team trying to accomplish before the conflict arose? Which solution will propel the team toward the next milestone while meeting needs and preserving dynamics? If it isn't possible to satisfy each member's needs, which solution is the least detrimental to the team's charter? What will happen to the team if all needs cannot be satisfied? These questions must be considered in a leader's decision making evaluation.

In one instance when navigating conflict within a team, after conducting interviews the "root case" of communication became clear but rather than "talking at the team" I surveyed the staff with specific questions regarding their communication. From there I analysed those responses and pulled from them to make tailored training. I pulled in policy, best practices, trends, situational questions, and offered potential solutions for each situation. It was important that this training was attended by the entire team, that it was engaging, practical, and that there were follow-up steps taken on the behalf of both HR and management. In this example, the conflict was resolved. HR continues to periodically check-in with this team.

A escolha da solu??o, precisa ter capacidade de validar seu resultado. De forma objetiva e clara, permitindo assim que a solu??o adotada possa ser validada após sua aplica??o.

Choosing a solution best for your team means knowing your team. What is important to them, drives them, or inspires passion in them? Take the time to get to know people - it will pay off even if it is minimal!

Provide Training and Resources: Offer training sessions or resources to help team members develop conflict resolution skills. This could involve workshops on active listening, assertive communication, negotiation, and emotional intelligence.

After you have chosen a solution, you can plan and execute the actions required to implement it. You can use these tools to define the tasks, responsibilities, timelines, and resources needed: action plan, Gantt chart, or SMART goals. You can also use these methods to ensure the smooth execution of the plan: delegation, communication, or motivation.

I love a good logic model and Gantt chart to setup a project. With a team-developed solution in hand, I would recommend or assign certain persons to cover certain tasks based on their feedback, passions or skillset. We would then work through each task setting SMART goals to keep the solution plan focused and realistic. Each goal would be time specific and out timeline would be built out using a Gantt chart. Gantts are great visuals tools to help create buy-in. If any of the timeframes were too soon or too far off, we'd adjust and continue building out the logic model identifying needs (tools, resources, mentors, coach, etc) to reach the desired outcome(s). Based on the deadline, set an appropriate meeting schedule.

As a team developing an action plan to follow is a great option. As a facilitator make sure your team follows this action plan as written .

Time to roll up those sleeves and put the plan into action! Assign tasks, set deadlines, and make sure everyone's on board faster than you can say "conflict resolution extravaganza." Get ready to turn those solutions into reality like a team-building wizard.

Implementations, of the solution may further leads to a conflict if not freeze with the policy standing orders. there are psychological elements that need to be under observation i.e.: when you implement a solution there is a tendency which some group or people feels is in their interest and vis a versa. A policy would endorse and let it to be entrenched.

Did your conflict resolution plan hit the mark, or did it miss by a mile? Take a step back and assess the results with the precision of a master chef tasting their latest creation. Did the office vibe shift from tense to tranquil, or are there still storm clouds on the horizon?

Une démarche d'amélioration continue PDCA (Plan, Do, Check, Act) concernant l'ambiance au sein des équipes peut être mise en place. Le suivi des activités en corrélation avec l'ambiance globale des équipes est important pour les performances futures d'une organisation.

Regularly review the conflict resolution plan to assess its effectiveness and make adjustments based on feedback and evolving team dynamics.

Metrics, though useful for quantifiable data, struggle to capture the subtleties of human interaction—the tone, timbre, and genuine emotions in a person's voice. To assess the true impact of a conflict resolution strategy, reliance on human intuition is paramount. Expert judgment, shaped by experience and emotional intelligence, offers a nuanced evaluation, considering not just measurable outcomes but also the intricacies of non-verbal cues and the emotional atmosphere. Human intuition is a vital tool in uncovering hidden dimensions that metrics may miss. Metrics provide objective data, human intuition enhances understanding, guiding the refinement of future conflict resolution approaches.

Eine funktionierende, offene Feedbackkultur ist entscheidend. Mit einem hohen Ma? an Psychologischer Sicherheit (vgl. Edmondson) k?nnen die Teammitglieder wie auch Führungskr?fte die Ergebnisse ebenso bewerten wie den Entscheidungsprozess (double-loop-learning). Wieder braucht es alle psychologischen Kompetenzen und Dimensionen des Teams, um zu einer fairen Bewertung zu gelangen. Dazu taugen als Instrument kurze Debriefings (AAR/After Action Review), die strukturiert ausgewertet werden k?nnen. Um die Team-DNA unter Berücksichtigung der Aufgaben des Teams zu verbessern, k?nnen mit dem Wissen um die PSI-Theorie gezielt Mitarbeiter entwickelt werden oder auch neue MA ins Team integriert werden, die bestimmte St?rken einbringen.

N?o esque?a, os conflitos só existem por falhas da institui??o. Falhou na estratégia, na comunica??o, no alinhamento, na transparência, no controle ou na padroniza??o de procedimentos. As falhas da institui??o apenas exarcebam ou deflagram as imperfei??es humanas. Para resolver os conflitos precisamos, além de resolver as falhas institucionais, valorizar as virtudes dos envolvidos e lapidar as imperfei??es humanas, com respeito, e de forma reservada.

Implement Mediation or Facilitation: Consider implementing mediation or facilitation processes for resolving conflicts that cannot be resolved through regular channels. This could involve bringing in a neutral third party to help facilitate discussions and find mutually acceptable solutions.

It's been my experience that when the conflict is complex and/or long-standing, an outside party should interview each team member one-on-one to identify the core issues and assess the level of agreement or disagreement among team members before designing an intervention. Jeannette Terry

At Connective Cultures, our journey has taught us to view conflict not as a barrier but as a gateway to growth and understanding. Guided by insights from thinkers like David Lochhead, who saw dialogue not as a battle but as a mutual search for undiscovered truths, we've reimagined our approach to challenges. This shift encourages us to see every conflict as an opportunity to deepen connections and learn. Embracing this mindset transforms conflicts from divisive to unifying forces, revealing through our differences the power of shared discovery and innovation.

It's very interesting that in a Peace Operation environment, the goal of conflict resolution is not to eliminate conflicts entirely but to transform them into non-violent processes of social and political change.