How would you handle a conflict between two team members that is affecting the overall team dynamic?

Conflict got your team stuck? Hit pause! Grab a coffee (or calming beverage of choice) with each person involved, one-on-one. Actively listen (no interrupting!), letting them vent without judgment. This is about understanding, not assigning blame. Show empathy, be neutral, and don't forget - sometimes the real issue isn't what's being said, but what's not. Uncover hidden stressors or mismatched expectations to get to the real root of the problem. By creating a safe space for honest communication, you'll be well on your way to resolving the conflict and getting your team back on track.

Here’s a structured approach: Identify the Issue: - Observation: Pay attention to signs of conflict such as communication patterns, productivity, or team morale changes. - Private Conversations: Speak with each team member individually to understand their perspective and the root cause of the conflict. Address the Conflict Directly: - Neutral Ground: Arrange a meeting in a neutral and private setting where both parties feel comfortable. Set Ground Rules: Establish guidelines for respectful communication and active listening. Facilitate Open Communication: - Allow each person to express their concerns and feelings without interruption. - Practice active listening by paraphrasing and summarizing each person's words to ensure understanding.

Habla con ellos de forma individual para conocer más al detalle el motivo y origen del conflicto, se imparcial y escuchales de forma activa.?Hazles entender cómo está?situación afecta al resto de miembros del equipo y ayudales a encontrar una solución, muchas veces los conflictos en el trabajo se deben a una mala comunicación o malentendidos y estos tienen una muy fácil solución.

Conflict is inevitable but, combat is optional. Combat occurs when the conflict centres on who is right. What we know and see is not all there is to see and know, that needs to be the first point of acceptance. Then agree to focus attention on what is right, not who. Use techniques like “PMI” from De Bono to help all parties understand each others perspectives and seek the synergistic “Gray” space. I would conduct all meetings in tripartite manner, to speak separately invites the imagination to exaggerate and encourage defensive thinking that maintains combat.

When you understand the situation or issues between them. First ask them to connect on teams or do face to face interaction to understand the situation in a better way and after that ask them what exactly they have spoken to each other. When they are communicating, just ask the other party to wait for their chance. Let the person speak and after that other person will speak. This way team lead or manager can resolve the conflict between teammates.

At this start of this meeting I would offer that there is always a third solution that is of benefit to everyone. Our goal in the meeting agree on what that is and then work out a way to move towards that. I would use the GROW model to lead our discussion and help to the 2 agree on some ground rules before we start. I would ask that they listen to understand rather than respond. Goal - What is the solution both parties would like to achieve. What is the best solution for both. Reality - what's been their experience to date. What have they felt when X has happened. Owning their thoughts rather than blaming the other for Options - what options do they have to move forward Way forward - What are they going to agree to doing to move forward

When conflicts resolved between two parties. After that set a boundaries in future this type of issue did not occurs between any teammates. Make it clear that always respect others decisions and conclusion. When you set rules then Noone will harm or disrespect to each other in future. In future whenever conflicts occurs they recall this decision.

Resolving conflict is one of the most important and difficult aspects of management. Sitting down with each person individually to fully understand their perceptions, gently nudging both to some form of acceptable middle ground (at least to improve their work relationship) that they will consider. Follow by getting them to meet with a facilitator present to keep the discussion constructive and focused. Acknowledging mistakes, apologies and concessions can be made on both sides, it goes a long way to moving forward. Lastly, this facilitation meeting must be kept light, with no blame or finger pointing. Keep it calm. Don't then assume all is fine, check in with both individually (and the team) regularly to make sure it stays positive.

Follow up is essential as is building the team as a whole. Conversations, case studies around organisational values. Team events, having a laugh during the day so we get to know each other better. Communicating how the work we do is of value to the organisation, the individual and the community all helps engage the team and build ownership. These discussions help grow the team and the responsibility they have for each other. That we all have something to learn and grow

One thing I have found helpful is to recorgnise the role of culture in mediating conflict for those of us that work in different cultural contexts. I remember an early experience where I was trying to manage a conflict between two colleagues I was supervising. They felt so embarrassed that someone this young will have to seat them down to settle their differences. As a manager, it is important to remain patient and positive with the process. We often want to see quick outcomes but in reality this is not the case. If we desire long lasting change, for people to embrace their differences as part of a team, then we need to be patient with the process. Giving two conflicting persons the time, space and support to embrace their differences.