Conflict is inevitable in any team, but it can be especially challenging when you work remotely or virtually. How do you handle conflicts with remote or virtual team members effectively and constructively? In this article, we will share some tips and strategies to help you manage and resolve conflicts in a remote or virtual setting.
Before you react to a conflict, take a moment to assess the situation. What is the source and nature of the conflict? Is it a misunderstanding, a disagreement, a personality clash, or a performance issue? How serious and urgent is it? How does it affect the team's goals and relationships? By answering these questions, you can determine the best approach and medium to address the conflict.
One example is working with a direct report and assigning a special project that was outside his technical skill set. Were were able to break down what technical education he needs to succeed and rolled out a working plan and timelines. Project was success and primarily due to planning prior to engagement.
Communication is key to resolving conflicts, but not all communication channels are equally effective. Depending on the situation, you may need to choose between email, phone, video call, chat, or a combination of these. Generally, avoid using email or chat for sensitive or complex issues, as they can easily lead to misinterpretation or escalation. Instead, use phone or video call to convey your tone, emotions, and body language. Also, consider the time zone, availability, and preference of the other person when choosing the communication channel.
One other consideration is the generational cohort that the other person(s) is a member. We need to be aware the generational differences when choosing the media channel in resolving conflict.
One thing I have found helpful during communication with the parties involved, is that one must ensure to first communicate individually with them as well as also communicating with both together at same time.
Communication is key, and I would add that regular and repeated communication can be effective as well. Weekly, biweekly or monthly calls to foster questions and answer and collecting any new requirements or changes that may have been added to special project.
When you communicate with the other person, use active listening and empathy skills to show that you care and understand their perspective. Active listening means that you pay attention, ask open-ended questions, paraphrase, and summarize what they say. Empathy means that you acknowledge their feelings, needs, and values, and avoid judging or blaming them. By using these skills, you can build rapport, trust, and respect with the other person, and reduce defensiveness and hostility.
Yes, understanding and appreciating their different perspectives is very important as this would help you to effectively resolve the conflict without undermining anyone and to relate with them uniquely subsequently.
It is always important to get a broad perspective and input when communicating with team or direct reports. Adding a discovery component to the project allows for team to provide their input and suggestions. These need to be incorporated into the overall project plan.
A common mistake in conflict resolution is to focus on positions, or what each person wants, rather than interests, or why they want it. Positions are often incompatible and rigid, while interests are often shared and flexible. For example, if two remote team members have a conflict over a deadline, their positions may be to stick to the original date or to extend it. Their interests may be to deliver quality work, to balance their workload, or to meet the client's expectations. By focusing on interests, you can find common ground and creative solutions that satisfy both parties.
One of the tools I use to capture current job responsibilities and employee career goals is to create a matrix. For my team that involved technology and a primary and secondary support. Each engineer would need to be a SME on primary skills and the secondary skills is an opportunity for the individual contributor to combine both his career goals and business goals.
Once you have identified the interests of both parties, you can collaborate and compromise to reach a mutually acceptable resolution. Collaboration means that you work together to generate and evaluate options that meet both parties' needs and goals. Compromise means that you make concessions and trade-offs that are fair and balanced. Both collaboration and compromise require a positive and cooperative attitude, as well as a willingness to give and take.
The balance of collaboration and compromise with management and individual contributors is a careful blend of matching existing skill with future needs.
After you have resolved the conflict, you need to follow up and monitor the situation to ensure that the resolution is implemented and effective. You can do this by setting clear expectations, deadlines, and responsibilities for both parties, and by providing feedback, support, and recognition along the way. You can also check in regularly with the other person to see how they are doing, and to address any issues or concerns that may arise. By following up and monitoring, you can prevent the conflict from recurring or worsening, and improve your relationship and performance.