How can you resolve team conflicts using feedback?

Poor communication in the work place is a potential cause of conflict. People make decisions based on the information they have received. So we must endeavour to open up the bottlenecks to information flow so that the team base their perspectives on facts not rumours

Being "Unbiased & Unprejudiced" is the 1st step in resolving any conflict. It's always good to remember that everyone imperative of whatever experience level do have emotions too. Instead of focusing on the individual, focusing on the problem matters. Every mistake teaches a "learning story" since none are perfect. Talking without judging, and being empathetic listener does matter a lot in this scenario.

In my experience, conflict occurs where the values and ethos don’t infiltrate practice at all levels. There should be a culture of supported professional challenge where differing viewpoints are considered transparently. I agree with others that although we celebrate individuality, we should not tolerate repeated poor behaviour from colleagues because ‘it’s just how they are’. It’s about mutual respect for different communication styles and approaches that remains in a positive space.

There is often a lot of focus on "personality" differences causing conflict. This is problematic and not something which can be solved. Most workplace conflicts are caused by either deeply held beliefs which are perceived to be under attack or unmet needs Let's quickly look at each of these. We all have deeply held (positive) beliefs about our own character. These are things like being trustworthy, caring, hard working, dedicated, etc. When someone alludes to one of these characteristics being untrue, conflict bubbles up. Unmet needs are things such as recognition, belonging, appreciation, understanding, etc. When these needs are not being met, conflict arises. We can solve these root causes of conflict if we can learn to identify them.

Different reasons are responsible for conflicts. Personal conflicts are based on preferences, attitudes, behavior and culture and social norms. The need to know the source of conflict is crucial in handling it or proffering solutions. Conflict involves lack of proper coordination, poor skills, taking advantage of others or taking things for grant with inability to apply appropriate methods and experience to observed changes, obstacles and situations. Conflicts based on personal differences, unhealthy rivalry and competition, job stress, home or work induced, industrial disputes or industry related can be managed. In many instances, relationship of the individuals and workers welfare are tools for resolving or managing conflicts.

Resolving team conflict effectively is a multifaceted process, and one of the most crucial steps in this process is active listening. This method involves a deliberate and attentive effort to understand each party's perspective, which goes beyond mere hearing. Active listening encompasses several components: paying attention, showing interest, asking questions, paraphrasing, and summarizing the information conveyed by the speakers. It also requires the listener to avoid interruptions, judgments, assumptions, and distractions, all of which can hinder genuine understanding and empathy.

Hearing and listening are different processes. If you're "hearing" someone and making mental notes of how to counter what they're saying, are you "listening?" No, you are not. Reflective listening is a skill, and you must make a conscious effort to listen and not just hear someone. It's the way to be able to summarize what the other person is saying. Now, we can say something like: "let me make sure I understood what you said, or how you feel, or what I believe you mean". This way we give the other person back feedback, and they know you were actually paying attention. This makes all us feel good, and helps de-escalate matters. We all want or need to be heard, this is important to keep in mind.

Constructive feedback goes directly to reflective listening. You can't really give constructive feedback if you're not listening.

An efficient way of giving feedback is simply guiding the individual with the right questions, so they can see for themselves what the issue is and identify a solution. Use open-ended questions to help a team member reflect on their own practice, learn from their mistakes, and make an actionable plan for the future. Examples of questions I've used: "What do you think might contribute to this problem?" "How is this affecting you and others?" "What would success look like in this situation?" "Is there another way to look at it?" "What approaches could you take to address this?" "What steps can you take to implement this solution?"

Providing constructive feedback is a pivotal step in resolving team conflicts effectively. This type of feedback should be specific, timely, relevant, and actionable, ensuring that it addresses particular behaviors rather than personal attributes. By focusing on improvement rather than criticism, constructive feedback fosters a growth-oriented mindset within the team. It allows members to clearly identify their strengths and weaknesses, acknowledge mistakes without fear of personal attack, and learn valuable lessons from their experiences. This approach not only aids in resolving current conflicts but also contributes to the personal and professional development of team members.

We need to spend more time helping people learn how to receive feedback and get comfortable with it. To much time focused on learning how to give feedback. Giving would be easy if people new how and were practiced at receiving it.

Absolutely: people(some)for the most part seem to want feedback but only if it’s good or doesn’t require change. Kind of like people are now demanding accountability until it affects them.

This is hard, but essential as well. Positive criticism or constructive feedback is not always easy to take, but it's part of being humble. Belligerence and defensiveness is not conducive to resolving conflict.

Receiving feedback is absolutely a skill that we should seek to develop, both in ourselves and in our teams. One thing I found helpful is peer-to-peer mentoring, where individuals felt more comfortable receiving feedback from a colleague, rather than a line manager or supervisor. Becoming more comfortable with frequent feedback from peers helps create a culture of support and collaboration.

When collaborating with your teams during conflict and conflict resolution, all parties must be open to communicating openly and honestly with one another and transparency is key. Working through the diverse dynamics of a working group of people is often remembering that although there is no I in team, we still work with individuals who desire individual needs. Once we recognize and remember that, resolving conflict can become easier.

Collaboration is a great tool to use for problem solving. To have a win-win outcome, you need to bring parties to the table; and to bring parties to the table, parties need to fell they will gain something out of it.

Collaborating on solutions is crucial in effectively resolving team conflicts. This step involves engaging all parties in brainstorming, evaluating, and selecting options that best meet everyone's needs and interests. Collaboration fosters a sense of ownership and commitment to the agreed-upon actions, as it requires compromise and negotiation. By working together to find mutually beneficial solutions, team members can create win-win outcomes, enhancing trust and respect within the group. This process not only addresses the immediate conflict but also strengthens the team's cohesion and problem-solving capabilities.

In my experience, I found this step to be the most overlooked in conflict resolution, which is a shame, as it can provide so much value. As a manager, I myself have been guilty on occasion of thinking "Well, things seem to go well, no need to stir the pot again." However, I found that sitting down with people and going through the learning that came out of the whole experience, addressing any other challenges, and celebrating successes, had a hugely positive contribution to staff morale and engagement, and conflicts were significantly reduced.

Following up and monitoring progress is essential for the long-term resolution of team conflicts. This step involves regular check-ins with all parties, providing ongoing feedback, and recognizing achievements to maintain momentum. It also requires addressing any emerging challenges promptly and adjusting plans as necessary. Celebrating successes and learning from failures are critical components, as they reinforce positive behaviors and encourage continuous improvement. By keeping a close eye on progress, you can ensure that the positive changes are sustained, and potential future conflicts are mitigated. This proactive approach helps in maintaining a healthy team dynamic and enhances overall performance.

There's been some talk about language of appreciation recently. Similar to the languages of love, it looks at how people will be best receptive to feedback or appreciation. I work with clients to identify how they both prefer to receive accolades as well as more corrective information. When they share this with those who most likely will be offering this feedback, they have the opportunity to construct it in a manner in which my client will be most attentive to it. Knowing this about others can be a game changer when it comes to effective communication.

CONFLICT BETWEEN CUSTOMER AND WAREHOUSE MANAGER. A products was loaded from the warehouse through a logistic company driver to deliver the products to a customer in another location. The driver of the logistic company after delivery the products to the customer warehouse, the customer went inside his warehouse and brought some defective products and force the driver to collect it and return to the company warehouse, that some products he brought were not good. ACTION: The driver immediately call the attention of the transporter and complain same. The transporter report to the warehouse manager. The driver was ask to bring the products to the warehouse for inspection. It was later discover that the products wasn't from the warehouse.